This article discusses the use of key informant methodology in interorganizational research. Researchers often rely on key informants when complete or in-depth information is not available from representative survey respondents. Key informants are selected based on their knowledge of the issues being researched and their ability to communicate about them. However, informant reports can be biased or contain errors due to differences in organizational roles, memory failure, or inaccurate recalling of past events. To improve reliability and validity, researchers have advocated using multiple informants. However, selecting competent informants and achieving perceptual agreement among them remain challenges. The authors examined two problems in using multiple informants: the selection problem, which involves identifying competent informants, and the perceptual agreement problem, which involves discrepancies in reports from competent informants. They propose a hybrid approach that combines consensus and averaging to construct organizational responses. This method involves resolving differences through discussion when there is substantial disagreement, and averaging responses when there is minor disagreement. The study used a major vehicle rental company as the supplier and over 5,000 dealers as resellers. Seven performance facets were assessed, and informants were selected based on their knowledge of the dealers' performance. The results showed that sales managers were more experienced and had interacted more with the dealers than fleet managers. However, there was significant informant bias, and the reports of sales and fleet managers did not always agree. The hybrid approach was found to produce organizational responses that were significantly different from those obtained using a single-informant or averaging approach. The study concludes that researchers should assess informant competency and use a hybrid approach to combine multiple informant reports into organizational responses. This method helps reduce the impact of informant bias and improves the reliability and validity of research findings in interorganizational relationships.This article discusses the use of key informant methodology in interorganizational research. Researchers often rely on key informants when complete or in-depth information is not available from representative survey respondents. Key informants are selected based on their knowledge of the issues being researched and their ability to communicate about them. However, informant reports can be biased or contain errors due to differences in organizational roles, memory failure, or inaccurate recalling of past events. To improve reliability and validity, researchers have advocated using multiple informants. However, selecting competent informants and achieving perceptual agreement among them remain challenges. The authors examined two problems in using multiple informants: the selection problem, which involves identifying competent informants, and the perceptual agreement problem, which involves discrepancies in reports from competent informants. They propose a hybrid approach that combines consensus and averaging to construct organizational responses. This method involves resolving differences through discussion when there is substantial disagreement, and averaging responses when there is minor disagreement. The study used a major vehicle rental company as the supplier and over 5,000 dealers as resellers. Seven performance facets were assessed, and informants were selected based on their knowledge of the dealers' performance. The results showed that sales managers were more experienced and had interacted more with the dealers than fleet managers. However, there was significant informant bias, and the reports of sales and fleet managers did not always agree. The hybrid approach was found to produce organizational responses that were significantly different from those obtained using a single-informant or averaging approach. The study concludes that researchers should assess informant competency and use a hybrid approach to combine multiple informant reports into organizational responses. This method helps reduce the impact of informant bias and improves the reliability and validity of research findings in interorganizational relationships.