Skip to main content
Disciplines
Automotive Business IT + Informatics Construction + Real Estate Electrical Engineering + Electronics Energy + Sustainability Insurance + Risk Finance + Banking Management + Leadership Marketing + Sales Mechanical Engineering + Materials
Events
DE
EN
Books
Journals
Topic Page
Marketing
Start single access now
Access for companies
EXTENDED SEARCH
Log in
Top
Journal of the Academy of Marketing Science
Published in:

02-03-2022 | Conceptual/Theoretical Paper

Boundary spanner corruption: a potential dark side of multi-level trust in marketing relationships

Authors: Sebastian Forkmann, Jonathan Webb, Stephan C. Henneberg, Lisa K. Scheer

Published in: Journal of the Academy of Marketing Science | Issue 5/2022

Log in

Activate our intelligent search to find suitable subject content or patents.

search-config
loading …

Abstract

Boundary spanner corruption—voluntary collaborative behavior between individuals representing different organizations that violates their organizations’ norms—is a serious problem in business-to-business (B2B) marketing relationships. Drawing on insights from the literatures on the dark side of business relationships and deviance in sales and service organizations, the authors identify boundary spanner corruption as a potential dark side complication inherent in close B2B marketing relationships. The same elements that generate benefits in interorganizational relationships, such as those between customer and seller firms, also enable the development of boundary-spanning social cocoons that can foment corrupt activities under certain conditions. A conceptual framework illustrates how trust at the interpersonal, intraorganizational, and interorganizational levels enables corrupt behaviors by allowing deviance-inducing factors stemming from the task environment or from the individual boundary spanner to manifest in boundary spanner corruption. Interpersonal trust between representatives of different organizations, interorganizational trust between these organizations, and intraorganizational agency trust of management in their representatives foster the development of a boundary-spanning social cocoon—a microculture that can inculcate deviant norms leading to corrupt behavior. Boundary spanner corruption imposes direct and opportunity costs on the involved organizations, with the additional burden of latent financial risk associated with potential exposure. The authors substantiate their multi-level framework and propositions with field-based insights from qualitative interviews with senior executives. The multi-level framework of boundary spanner corruption extends beyond extant marketing literature, highlights intriguing directions for future research, and offers new managerial insights.
next article The performance impact of marketing dualities: a response surface approach to resolving empirical challenges

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

inform now
Appendix
Available only for authorised users
Footnotes
1
To maintain the confidentiality of informants due to the sensitivity of the topics discussed, we do not link quotes to informant IDs.
 
Literature
Agarwal, S., & Ramaswami, S. N. (1993). Marketing controls and employee responses: The moderating role of task characteristics. Journal of the Academy of Marketing Science, 21(4), 293–306.CrossRef
Anand, V., Ashforth, B. E., & Joshi, M. (2004). Business as usual: The acceptance and perpetuation of corruption in organizations. Academy of Management Executive, 18(2), 39–53.
Anderson, E., & Jap, S. D. (2005). The dark side of close relationships. Sloan Management Review, 46(3), 75–82.
Anderson, E., & Oliver, R. L. (1987). Perspectives on behavior-based versus outcome-based salesforce control systems. Journal of Marketing, 51(4), 76–88.CrossRef
Ashforth, B. E., & Anand, V. (2003). The normalization of corruption in organizations. Research in Organisational Behaviour, 25, 1–52.CrossRef
Ashforth, B. E., & Kreiner, G. E. (2002). Normalizing emotion in organizations: Making the extraordinary seem ordinary. Human Resource Management Review, 12, 215–235.CrossRef
Ashforth, B. E., Kreiner, G. E., Clark, M. A., & Fugate, M. (2007). Normalizing dirty work: Managerial tactics for countering occupational taint. Academy of Management Journal, 50(1), 149–174.CrossRef
Aven, B. L. (2015). The paradox of corrupt networks: An analysis of organizational crime at Enron. Organization Science., 26(4), 980–996.CrossRef
Bandura, A. (1999). Moral disengagement in the perpetration of inhumanities. Personality and Social Psychology Review, 3(3), 193–209.CrossRef
Brady, M. K., Voorhees, C. M., & Brusco, M. J. (2012). Service sweethearting: Its antecedents and customer consequences. Journal of Marketing, 76(2), 81–98.CrossRef
Brown, J. R., Dev, C. S., & Lee, D. J. (2000). Managing marketing channel opportunism: The efficacy of alternative governance mechanisms. Journal of Marketing, 64(2), 51–65.CrossRef
Brown, J. R., Crosno, J. L., & Dev, C. S. (2009). The effects of transaction-specific investments in marketing channels: The moderating role of relational norms. Journal of Marketing Theory and Practice, 17(4), 317–334.CrossRef
Caldwell, D. F., & O’Reilly, C. A. (1982). Boundary spanning and individual performance: The impact of self-monitoring. Journal of Applied Psychology, 67(1), 124–127.CrossRef
Chi, N. W., Chang, H. T., & Huang, H. L. (2015). Can personality traits and daily positive mood buffer the harmful effects of daily negative mood on task performance and service sabotage? A self-control perspective. Organizational Behavior and Human Decision Processes, 131, 1–15.CrossRef
Choi, N. H., Dixon, A. L., & Jung, J. M. (2004). Dysfunctional behavior among sales representatives: The effect of supervisory trust, participation, and information controls. Journal of Personal Selling & Sales Management, 24(3), 181–198.
Darrat, M., Amyx, D., & Bennett, R. (2010). An investigation into the effects of work–family conflict and job satisfaction on salesperson deviance. Journal of Personal Selling & Sales Management, 30(3), 239–251.CrossRef
Darrat, M., Atinc, G., & Babin, B. J. (2016). On the dysfunctional consequences of salesperson exhaustion. Journal of Marketing Theory and Practice, 24(2), 236–245.CrossRef
Darrat, M. A., Amyx, D. A., & Bennett, R. J. (2017). Examining the impact of job embeddedness on salesperson deviance: The moderating role of job satisfaction. Industrial Marketing Management, 63, 158–166.CrossRef
della Porta, D., & Vannucci, A. (1999). Corrupt exchanges: Actors, resources and mechanics of political corruption. Aldine de Gruyter.
Doney, P. M., & Cannon, J. P. (1997). An examination of the nature of trust in buyer-seller relationships. Journal of Marketing, 61(2), 35–51.
Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.CrossRef
Earle, J. S., Spicer, A., & Peter, K. S. (2010). The normalization of deviant organizational practice: Wage arrears in Russia. 1991-98. Academy of Management Journal, 53(2), 216–237.CrossRef
Elangovan, A. R., & Shapiro, D. L. (1998). Betrayal of trust in organizations. Academy of Management Review, 23(3), 547–566.CrossRef
Fang, E., Palmatier, R. W., Scheer, L. K., & Li, N. (2008). Trust at different organizational levels. Journal of Marketing, 72(2), 80–98.CrossRef
Fox, S., Spector, P. E., & Miles, D. (2001). Counterproductive work behavior (CWB) in response to job stressors and organizational justice: Some mediator and moderator tests for autonomy and emotions. Journal of Vocational Behavior, 59(3), 291–309.CrossRef
Gambetta, D. (1993). The Sicilian mafia: The business of private protection. Harvard University Press.
Gargiulo, M., & Benassi, M. (2000). Trapped in your own net? Network cohesion, structural holes, and the adaptation of social capital. Organization Science, 11(2), 183–196.CrossRef
Gargiulo, M., & Ertug, G. (2006). The dark side of trust. In R. Bachmann & A. Zaheer (Eds.), Handbook of trust research (pp. 165–185). Edvard Elgar.
Geyskens, I., Steenkamp, J. B. E., & Kumar, N. (1998). Generalizations about trust in marketing channel relationships using meta-analysis. International Journal of Research in Marketing, 15(3), 223–248.CrossRef
Gino, F., & Bazerman, M. H. (2009). When misconduct goes unnoticed: The acceptability of gradual erosion in others’ unethical behavior. Journal of Experimental Social Psychology, 45(4), 708–719.CrossRef
Gino, F., & Galinsky, A. G. (2012). Vicarious dishonesty: When psychological closeness creates distance from one’s moral compass. Organizational Behavior and Human Decision Processes, 119(1), 15–26.CrossRef
Gonzalez, G. R., Claro, D. P., & Palmatier, R. W. (2014). Synergistic effects of relationship managers' social networks on sales performance. Journal of Marketing, 78(1), 76–94.CrossRef
Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510.CrossRef
Grayson, K., & Ambler, T. (1999). The dark side of long-term relationships in marketing services. Journal of Marketing Research, 36(1), 132–141.CrossRef
Greil, A. L., & Rudy, D. R. (1984). Social cocoons: Encapsulation and identity transformation organizations. Sociological Inquiry, 54, 260–278.CrossRef
Gremler, D. D., & Gwinner, K. P. (2000). Customer-employee rapport in service relationships. Journal of Service Research, 3(1), 82–104.CrossRef
Grewal, R., Johnson, J. L., & Sarker, S. (2007). Crises in business markets: Implications for interfirm linkages. Journal of the Academy of Marketing Science, 35(3), 398–416.CrossRef
Gulati, R., & Nickerson, J. A. (2008). Interorganizational trust, governance choice, & exchange performance. Organization Science, 19(5), 688–708.CrossRef
Harris, L. C., & Ogbonna, E. (2002). Exploring service sabotage: The antecedents, types and consequences of frontline, deviant, antiservice behaviors. Journal of Service Research, 4(3), 163–183.CrossRef
Harris, L. C., & Ogbonna, E. (2006). Service sabotage: A study of antecedents and consequences. Journal of the Academy of Marketing Science, 34(4), 543–558.CrossRef
Haytko, D. L. (2004). Firm-to-firm and interpersonal relationships: Perspectives from advertising agency account managers. Journal of the Academy of Marketing Science, 32(3), 312–328.CrossRef
Heide, J. B., & John, G. (1992). Do norms matter in marketing relationships? Journal of Marketing, 56(2), 32–44.CrossRef
Heide, J. B., & Wathne, K. H. (2006). Friends, businesspeople, and relationship roles: A conceptual framework and a research agenda. Journal of Marketing, 70(3), 90–103.CrossRef
Hildreth, J. A. D., Gino, F., & Bazerman, M. (2016). Blind loyalty? How group loyalty makes us see evil or engage in it. Organizational Behavior and Human Decision Processes, 132, 16–36.CrossRef
Hochstein, B. W., Lilly, B., & Stanley, S. M. (2017). Incorporating a counterproductive work behavior perspective into the salesperson deviance literature: Intentionally harmful acts and motivations for sales deviance. Journal of Marketing Theory and Practice, 25(1), 86–103.CrossRef
Homburg, C., Workman Jr, J. P., & Jensen, O. (2000). Fundamental changes in marketing organization: The movement toward a customer-focused organizational structure. Journal of the Academy of Marketing Science, 28(4), 459–478.
Homburg, C., Wilczek, H., & Hahn, A. (2014). Looking beyond the horizon: How to approach the customers’ customers in business-to-business markets. Journal of Marketing, 78(5), 58–77.CrossRef
Homburg, C., Jozić, D., & Kuehnl, C. (2017). Customer experience management: Toward implementing an evolving marketing concept. Journal of the Academy of Marketing Science, 45(3), 377–401.CrossRef
Huang, Y., Luo, Y., Liu, Y., & Yang, Q. (2016). An investigation of interpersonal ties in interorganizational exchanges in emerging markets: A boundary-spanning perspective. Journal of Management, 42(6), 1557–1587.CrossRef
Huang, Y. S. S., Greenbaum, R. L., Bonner, J. M., & Wang, C. S. (2019). Why sabotage customers who mistreat you? Activated hostility and subsequent devaluation of targets as a moral disengagement mechanism. Journal of Applied Psychology, 104(4), 495–510.CrossRef
Husted, B. W. (1994). Honor among thieves: A transaction-cost interpretation of corruption in third-world countries. Business Ethics Quarterly, 4(1), 17–27.CrossRef
Jap, S. D., & Anderson, E. (2003). Safeguarding interorganizational performance and continuity under ex post opportunism. Management Science, 49(12), 1684–1701.CrossRef
Jap, S. D., & Ganesan, S. (2000). Control mechanisms and the relationship life cycle: Implications for safeguarding specific investments and developing commitment. Journal of Marketing Research, 37(2), 227–245.CrossRef
Jap, S. D., Robertson, D. C., Rindfleisch, A., & Hamilton, R. (2013). Low-stakes opportunism. Journal of Marketing Research, 50(2), 216–227.CrossRef
Jávor, I., & Jancsics, D. (2016). The role of power in organizational corruption: An empirical study. Administration & Society, 48(5), 527–558.CrossRef
Jaworski, B. J. (1988). Toward a theory of marketing control: Environmental context, control types, and consequences. Journal of Marketing, 52(3), 23–39.CrossRef
Jaworski, B. J., & MacInnis, D. J. (1989). Marketing jobs and management controls: Toward a framework. Journal of Marketing Research, 26(4), 406–419.CrossRef
Jeffries, F. L., & Reed, R. (2000). Trust and adaptation in relational contracting. Academy of Management Review, 25(4), 873–882.CrossRef
Jelinek, R., & Ahearne, M. (2006a). The enemy within: Examining salesperson deviance and its determinants. Journal of Personal Selling & Sales Management, 26(4), 327–344.CrossRef
Jelinek, R., & Ahearne, M. (2006b). The ABC's of ACB: Unveiling a clear and present danger in the sales force. Industrial Marketing Management, 35(4), 457–467.CrossRef
Jelinek, R., & Ahearne, M. (2010). Be careful what you look for: The effect of trait competitiveness and long hours on salesperson deviance and whether meaningfulness of work matters. Journal of Marketing Theory and Practice, 18(4), 303–321.CrossRef
Johnson, A. R., Folkes, V. S., & Wang, J. (2018). When one bad apple spoils consumers’ judgment of the brand: Exposure to an employee’s non-workplace transgression and potential remedies. Journal of the Academy of Marketing Science, 46(4), 725–743.CrossRef
Kong, D. T., Dirks, K. T., & Ferrin, D. L. (2014). Interpersonal trust within negotiations: Meta-analytic evidence, critical contingencies, and directions for future research. Academy of Management Journal, 57(5), 1235–1255.CrossRef
Lange, D. (2008). A multidimensional conceptualization of organizational corruption control. Academy of Management Review, 33(3), 710–729.CrossRef
Langfred, C. W. (2004). Too much of a good thing? Negative effects of high trust and individual autonomy in selfmanaging teams. Academy of Management Journal, 47(3), 385–399.CrossRef
Lofland, J. (1969). Deviance and identity. Prentice Hall.
Luo, Y. (2004). An organizational perspective of corruption. Management and Organization Review, 1(1), 119–154.CrossRef
Marcus, B., & Schuler, H. (2004). Antecedents of counterproductive behavior at work: A general perspective. Journal of Applied Psychology, 89(4), 647–660.CrossRef
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709–734.CrossRef
McCracken, G. (1988). The long interview (qualitative research methods series 13). Sage Publications.CrossRef
McEvily, B., Perrone, V., & Zaheer, A. (2003). Trust as an organizing principle. Organization Science, 14(1), 91–103.CrossRef
Misangyi, V. F., Weaver, G. R., & Elms, H. (2008). Ending corruption: The interplay among institutional logics, resources, and institutional entrepreneurs. Academy of Management Review, 33(3), 750–770.CrossRef
Molina-Morales, F. X., & Martínez-Fernández, M. T. (2009). Too much love in the neighborhood can hurt: How an excess of intensity and trust in relationships may produce negative effects on firms. Strategic Management Journal, 30(9), 1013–1023.CrossRef
Moorman, C., Zaltman, G., & Deshpande, R. (1992). Relationships between providers and users of market research: The dynamics of trust within and between organizations. Journal of Marketing Research, 29(3), 314–328.CrossRef
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20–38.CrossRef
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242–266.CrossRef
Nicholls, C., Daniel, T., Bacarese, A., & Hatchard, J. (2011). Corruption and misuse of public office. Oxford University Press.
Noordhoff, C. S., Kyriakopoulos, K., Moorman, C., Pauwels, P., & Dellaert, B. G. (2011). The bright side and dark side of embedded ties in business-to-business innovation. Journal of Marketing, 75(5), 34–52.CrossRef
Ogino, M. (2007). Scams and sweeteners: A sociology of fraud. Trans Pacific.
Oliveira, N., & Lumineau, F. (2019). The dark side of interorganizational relationships: An integrative review and research agenda. Journal of Management, 45(1), 231–261.CrossRef
Palmatier, R. W. (2008). Interfirm relational drivers of customer value. Journal of Marketing, 72(4), 76–89.CrossRef
Palmatier, R. W., Dant, R., Grewal, D., & Evans, K. R. (2006). Factors influencing the effectiveness of relationship marketing: A meta-analysis. Journal of Marketing, 70(3), 136–153.CrossRef
Palmatier, R. W., Dant, R., & Grewal, D. (2007a). A comparative longitudinal analysis of theoretical perspectives of interorganizational relationship performance. Journal of Marketing, 71(4), 172–194.CrossRef
Palmatier, R. W., Scheer, L. K., & Steenkamp, J. B. E. (2007b). Customer loyalty to whom? Managing the benefits and risks of salesperson-owned loyalty. Journal of Marketing Research, 44(2), 185–199.CrossRef
Palmatier, R. W., Jarvis, C. B., Bechkoff, J. R., & Kardes, F. R. (2009). The role of customer gratitude in relationship marketing. Journal of Marketing, 73(5), 1–18.CrossRef
Perrone, V., Zaheer, A., & McEvily, B. (2003). Free to be trusted? Organizational constraints on trust in boundary spanners. Organization Science, 14(4), 422–439.CrossRef
Pillemer, J., & Rothbard, N. P. (2018). Friends without benefits: Understanding the dark sides of workplace friendship. Academy of Management Review, 43(4), 635–660.CrossRef
Pinto, J., Leana, C. R., & Pil, F. K. (2008). Corrupt organizations or organizations of corrupt individuals? Two types of organization-level corruption. Academy of Management Review, 33(3), 685–709.CrossRef
Pratt, M. G., Rockmann, K. W., & Kaufmann, J. B. (2006). Constructing professional identity: The role of work and identity learning cycles in the customization of identity among medical residents. Academy of Management Journal, 49(2), 235–262.CrossRef
Ramaswami, S. N. (1996). Marketing controls and dysfunctional employee behaviors: A test of traditional and contingency theory postulates. Journal of Marketing, 60(2), 105–120.CrossRef
Ramaswami, S. N., & Singh, J. (2003). Antecedents and consequences of merit pay fairness for industrial salespeople. Journal of Marketing, 67(4), 46–66.CrossRef
Richter, A. W., West, M. A., Van Dick, R., & Dawson, J. F. (2006). Boundary spanners' identification, intergroup contact, and effective intergroup relations. Academy of Management Journal, 49(6), 1252–1269.CrossRef
Rindfleisch, A., & Heide, J. B. (1997). Transaction cost analysis: Past, present, and future applications. Journal of Marketing, 61(4), 30–54.CrossRef
Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90–118.CrossRef
Robertson, D. C., & Anderson, E. (1993). Control system and task environment effects on ethical judgment: An exploratory study of industrial salespeople. Organization Science, 4(4), 617–644.CrossRef
Robinson, S. L., & Bennett, R. J. (1995). A typology of deviant workplace behaviors: A multidimensional scaling study. Academy of Management Journal, 38(2), 555–572.CrossRef
Ross, W. T., Jr., & Robertson, D. C. (2007). Compound relationships between firms. Journal of Marketing, 71(3), 108–123.CrossRef
Rossetti, C., & Choi, T. Y. (2005). On the dark side of strategic sourcing: Experiences from the aerospace industry. Academy of Management Executive, 19(1), 46–60.
Rousseau, D. M., Sitkin, S. B., Burt, R. S., & Camerer, C. (1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393–404.CrossRef
Scheer, L. K., & Stern, L. W. (1992). The effect of influence type and performance outcomes on attitude toward the influencer. Journal of Marketing Research, 29(1), 128–142.CrossRef
Seriki, O. K., Nath, P., Ingene, C. A., & Evans, K. R. (2020). How complexity impacts salesperson counterproductive behavior: The mediating role of moral disengagement. Journal of Business Research, 107, 324–335.CrossRef
Skarlicki, D. P., Van Jaarsveld, D. D., & Walker, D. D. (2008). Getting even for customer mistreatment: The role of moral identity in the relationship between customer interpersonal injustice and employee sabotage. Journal of Applied Psychology, 93(6), 1335–1347.CrossRef
Tenbrunsel, A. E., & Messick, D. M. (2004). Ethical fading: The role of self-deception in unethical behavior. Social Justice Research, 17(2), 223–236.CrossRef
Tenbrunsel, A. E., Smith-Crowe, K., & Umphress, E. E. (2003). Building houses on rocks: The role of the ethical infrastructure in organizations. Social Justice Research, 16(3), 285–307.CrossRef
Tuli, K. R., Bharadwaj, S. G., & Kohli, A. K. (2010). Ties that bind: The impact of multiple types of ties with a customer on sales growth and sales volatility. Journal of Marketing Research, 47(1), 36–50.CrossRef
Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35–67.CrossRef
Villena, V. H., & Craighead, C. W. (2017). On the same page? How asymmetric buyer–supplier relationships affect opportunism and performance. Production and Operations Management, 26(3), 491–508.CrossRef
Villena, V. H., Revilla, E., & Choi, T. Y. (2011). The dark side of buyer–supplier relationships: A social capital perspective. Journal of Operations Management, 29(6), 561–576.CrossRef
Villena, V. H., Choi, T. Y., & Revilla, E. (2015). Managing the dark side of close buyer-supplier relationships (pp. 55–57). Supply Chain Management Review, November.
Villena, V. H., Choi, T. Y., & Revilla, E. (2019). Revisiting interorganizational trust: Is more always better or could more be worse? Journal of Management, 45(2), 752–785.CrossRef
Villena, V. H., Choi, T. Y., & Revilla, E. (2021). Mitigating mechanisms for the dark side of collaborative buyer–supplier relationships: A mixed-method study. Journal of Supply Chain Management, 57(4), 86–116.
Wang, M., Liao, H., Zhan, Y., & Shi, J. (2011). Daily customer mistreatment and employee sabotage against customers: Examining emotion and resource perspectives. Academy of Management Journal, 54(2), 312–334.CrossRef
Wang, Q., Li, J. J., Ross, W. T., & Craighead, C. W. (2013). The interplay of drivers and deterrents of opportunism in buyer–supplier relationships. Journal of the Academy of Marketing Science, 41(1), 111–131.CrossRef
Wathne, K. H., & Heide, J. B. (2000). Opportunism in interfirm relationships: Forms, outcomes, and solutions. Journal of Marketing, 64(4), 36–51.CrossRef
Wei, J., Ouyang, Z., & Chen, H. (2017). Well known or well liked? The effects of corporate reputation on firm value at the onset of a corporate crisis. Strategic Management Journal, 28(1), 2103–2120.CrossRef
Weitz, B. A., & Jap, S. D. (1995). Relationship marketing and distribution channels. Journal of the Academy of Marketing Science, 23(4), 305–320.CrossRef
Wicks, A. C., Berman, S. L., & Jones, T. M. (1999). The structure of optimal trust: Moral and strategic implications. Academy of Management Review, 24(1), 99–116.CrossRef
Workman, J. P., Jr., Homburg, C., & Gruner, K. (1998). Marketing organization: An integrative framework of dimensions and determinants. Journal of Marketing, 62(3), 21–41.CrossRef
Wuyts, S., & Geyskens, I. (2005). The formation of buyer–supplier relationships: Detailed contract drafting and close partner selection. Journal of Marketing, 69(4), 103–117.CrossRef
Yin, R. K. (1994). Case study research: Design and methods, Vol. 5, applied social research methods series (2nd ed.). Sage.
Yoo, J., & Frankwick, G. L. (2013). Exploring the impact of social undermining on salesperson deviance: An integrated model. Journal of Personal Selling & Sales Management, 33(1), 79–90.CrossRef
Yoo, J. J., Flaherty, K., & Frankwick, G. L. (2014). The effect of communication practice on deviance among Korean salespeople: The mediating role of intrinsic motivation. Journal of Business Research, 67(9), 1991–1999.CrossRef
Zaheer, A., & Venkatraman, N. (1995). Relational governance as an interorganizational strategy: An empirical test of the role of trust in economic exchange. Strategic Management Journal, 16(5), 373–392.CrossRef
Zaheer, A., McEvily, B., & Perrone, V. (1998). Does trust matter? Exploring the effects of interorganizational and interpersonal trust on performance. Organization Science, 9(2), 141–159.CrossRef
Zahra, S. A., Yavuz, R. I., & Ucbasaran, D. (2006). How much do you trust me? The dark side of relational trust in new business creation in established companies. Entrepreneurship Theory and Practice, 30(4), 541–559.CrossRef
Metadata
Title
Boundary spanner corruption: a potential dark side of multi-level trust in marketing relationships
Authors
Sebastian Forkmann
Jonathan Webb
Stephan C. Henneberg
Lisa K. Scheer
Publication date
02-03-2022
Publisher
Springer US
Published in
Journal of the Academy of Marketing Science / Issue 5/2022
Print ISSN: 0092-0703
Electronic ISSN: 1552-7824
DOI
https://doi.org/10.1007/s11747-022-00844-z

Other articles of this Issue 5/2022

Journal of the Academy of Marketing Science 5/2022 Go to the issue

Original Empirical Research

Information search behavior at the post-purchase stage of the customer journey

Original Empirical Research

Corporate lobbying and product recalls: an investigation in the U.S. medical device industry

Original Empirical Research

Possessive brand names in brand preferences and choice: the role of inferred control

Original Empirical Research

A model of online shopping cart abandonment: evidence from e-tail clickstream data

Original Empirical Research

Economic policy uncertainty and shareholder wealth: the role of marketing, operations, and R&D capabilities

Original Empirical Research

Brand-generated social media content and its differential impact on loyalty program members