Passive and active opportunism in interorganizational exchange

Name: Passive and active opportunism in interorganizational exchange
Author: Seggie, Steven Head, Griffith, D. A., Jap, S. D.

İsim	Passive and active opportunism in interorganizational exchange
Yazar	Seggie, Steven Head, Griffith, D. A., Jap, S. D.
Basım Tarihi:	2013-11
Basım Yeri	- American Marketing Association
Konu	Interorganizational relationship management,, Passive and active opportunism, Organizational performance, Multimethod approach
Tür	Süreli Yayın
Dil	İngilizce
Dijital	Evet
Yazma	Hayır
Kütüphane:	Özyeğin Üniversitesi
Demirbaş Numarası	1547-7185
Kayıt Numarası	bf24a078-8e02-4379-90d6-7c288d84f4b6
Lokasyon	Entrepreneurship
Tarih	2013-11
Notlar	Due to copyright restrictions, the access to the full text of this article is only available via subscription.
Örnek Metin	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

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Passive and active opportunism in interorganizational exchange

Yazar Seggie, Steven Head, Griffith, D. A., Jap, S. D.

Basım Tarihi 2013-11

Basım Yeri - American Marketing Association

Konu Interorganizational relationship management,, Passive and active opportunism, Organizational performance, Multimethod approach

Tür Süreli Yayın

Dil İngilizce

Dijital Evet

Yazma Hayır

Kütüphane Özyeğin Üniversitesi

Demirbaş Numarası 1547-7185

Kayıt Numarası bf24a078-8e02-4379-90d6-7c288d84f4b6

Lokasyon Entrepreneurship

Tarih 2013-11

Notlar Due to copyright restrictions, the access to the full text of this article is only available via subscription.

Örnek Metin 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