Interorganizational Information Sharing: A Successful Intervention that Failed

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Abstract
Behavioral science intervention at the interfaces of organizations is likely to become increasingly important in the near future. This paper examines an interorganizational intervention for evidence of intervention effects and for clues to the complexities of the thirdparty role. Although the data supported the hypothesis that the intervention would increase the amount and accuracy of the information shared by participant organizations, the expected increases in organizational consensus and decreases in interorganizational problems of coordination failed to materialize. Some implications of these findings are discussed, and some hypotheses about the role of third parties in interorganizational interventions are generated.

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