A Comparative Model of Interorganizational Conflict

September 1979, volume 24 Two types of interorganizational conflict investigated in this study are structural and operating conflict. Structural conflict involves rules that govern a relationship, whereas operating conflict occurs over interpretation and application of such principles. Among the many factors affecting interorganizational relationships are the similarities and differences of the interacting units. Comparative properties represent the fit, congruence, and compatibility of the interface between organizations. The purpose of this study is to develop a model of interorganizational conflict that incorporates key aspects of the organizational interface, explaining conflict on the basis of similarities and differences of the interacting organizations. The study examines 147 dyadic relationships in networks of natural resource organizations in five nonmetropolitan midwest counties. The model includes variables measuring domain and administrative context as well as organizational age differences as exogenous factors causally related to interdependence and the two types of conflict. Results show comparative properties to be significant determinants of interorganizational conflict. Comparative variables were primarily related to interdependence and structural conflict. Most operating conflict originated in conditions of perceived structural conflict. Implications of comparative properties for the study of interorganizational relationships are discussed.