To conclude, we note that these limitations suggest areas for further research in what is an increasingly important area of theory and management practice: (a) studies of the perceptions of different participants in collaborative ventures (e.g., university research scientists and company managers) will help gain a greater understanding of how cross-sector relationships are developed; (b) the model, or variants of it, could be applied in other contexts and countries to determine the extent of the generalizability of the theoretical framework (e.g., are the hypotheses supported in studies of other interorganizational collaborations such as university-industry research partnerships in Europe?); and (c) further in-depth research on the nature and antecedents of trust in interorganizational relations will lead to more valid and reliable measures, especially looking at external factors that also contribute to uncertainty (see Krishnan et al. 2006). We hope that other researchers in the field of interorganizational relations engage with our study's theoretical framework and findings, and address these areas for further study.

ACKNOWLEDGEMENTS

The authors of this paper would like to gratefully acknowledge the expert assistance provided to us for the initial PLS Graph analysis of our survey data by Leonie Miller and Peter Caputi of the Department of Psychology at the University of Wollongong. We would also like to acknowledge that the research on which the paper was based was funded by an Australian Research Council (ARC) Discovery Grant. We wish to sincerely thank all reviewers for their very helpful and insightful comments.

Received 18 August 2008 Accepted 27 February 2009

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