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Purpose – The purpose of this paper is to investigate how different types oftriad structures, and the management mechanisms adopted by the focal company,affect cooperative performance. Design/methodology/approach – This paper uses asocial network perspective to examine the triad management phenomenon in themilitary avionics maintenance context, which is closely associated with thefield of operations management. Findings – This paper demonstrates thatdifferent triad structures and management mechanisms influence perceivedcooperative performance. Four main findings emerged: in a triad, a firm playinga bridging role perceives higher cooperative performance than when playing aperipheral role in the triad or being located in a fully connected triad. When afirm plays the bridging role in a triad, and has a high level of trust, thisleads to higher perceived cooperative performance. When a firm plays aperipheral role in a triad, high levels of coordination mechanism combined withhigh levels of trust result in higher levels of perceived cooperativeperformance. In a fully linked triad, when the coordination mechanism is welldeveloped, the level of trust is high, so that the resulting level of perceivedcooperation is high. Originality/value – This paper extends the knowledge oftriad management by providing an in-depth study of a well-defined networksetting with exceptionally high-level access to the most senior executives. Inpractice, this paper shows how to manage differen

Managing triads in a military avionics service maintenance network in Taiwan