المؤلف
Seggie, Steven Head, Griffith, D. A., Jap, S. D.
تاريخ النشر
2013-11
مكان النشر
-
American Marketing Association
الموضوع
Interorganizational relationship management,, Passive and active opportunism, Organizational performance, Multimethod approach
النوع
دورية
اللغة
الإنجليزية
رقمي
نعم
مخطوط
لا
المكتبة
جامعة اوزيجين
معرف أصل المكتبة
1547-7185
رقم السجل
bf24a078-8e02-4379-90d6-7c288d84f4b6
موقع المكتبة
Entrepreneurship
التاريخ
2013-11
ملاحظات
Due to copyright restrictions, the access to the full text of this article is only available via subscription.
نص عينة
This article examines how firms in interorganizational relationships respond differently to active and passive opportunism and observes how these opportunism forms erode satisfaction with the performance of these relationships. The multimethod approach of two experiments and one longitudinal field study demonstrate that firms tolerate more passive opportunism than active opportunism (Study 1 ) and that transaction costs play a mediating role between opportunism form and satisfaction with performance of the relationship (Study 2). Finally, the field study reveals that, over time, passive opportunism has a more corrosive impact on satisfaction with performance than active opportunism (Study 3). Together, the findings underscore the importance of distinguishing passive and active opportunism and the need to develop a better understanding of its management and consequences.
DOI
10.1509/jm.11.0529
Cilt
77
