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Journal of the Academy of Marketing Science

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01.01.2013 | Original Empirical Research

The interplay of drivers and deterrents of opportunism in buyer–supplier relationships

verfasst von: Qiong Wang, Julie Juan Li, William T. Ross Jr., Christopher W. Craighead

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 1/2013

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Abstract

Fostering and maintaining buyer–supplier relationships is a fundamental premise of many channel initiatives. Indeed, these relationships may culminate in significant performance enhancements and competitive advantage. Yet these relationships may also result in competitively harmful events such as partner opportunism. Despite this potential competitive erosion, there is a lack of studies examining the interplay between the drivers and deterrents of opportunism. By building on transaction cost economics and social capital theory, we examine, via a sample of 400 manufacturing firms in China, how the interplay between drivers (relationship-specific investments and behavioral uncertainty) and deterrents (inter-firm social capital) of opportunism affect partner opportunism in buyer–supplier exchanges. The significance of this interplay between the drivers and deterrents sheds new light on how a firm can leverage social capital to curb the harmful effects of opportunism.

Vorheriger Artikel Gaining and leveraging customer-based competitive intelligence: the pivotal role of social capital and salesperson adaptive selling skills

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Titel: The interplay of drivers and deterrents of opportunism in buyer–supplier relationships
verfasst von: Qiong Wang
Julie Juan Li
William T. Ross Jr.
Christopher W. Craighead
Publikationsdatum: 01.01.2013
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 1/2013
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-012-0310-9

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