Author
Seggie, Steven Head, Griffith, D. A., Jap, S. D.
Publication Date
2013-11
Publication Place
-
American Marketing Association
Subject
Interorganizational relationship management,, Passive and active opportunism, Organizational performance, Multimethod approach
Type
Periodical
Language
English
Digital
Yes
Manuscript
No
Library
Özyeğin University
Library Asset ID
1547-7185
Record ID
bf24a078-8e02-4379-90d6-7c288d84f4b6
Library Location
Entrepreneurship
Date
2013-11
Notes
Due to copyright restrictions, the access to the full text of this article is only available via subscription.
Sample Text
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
