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reviewers and Rick Bagozzi for helpful suggestions. SAFEGUARDING PERFORMANCE AND CONTINUITY WHEN OPPORTUNISM IS SUSPECTED IN INTERORGANIZATIONAL RELATIONSHIPS (2000)
BibTeX
@MISC{Jap00reviewersand,
author = {Sandy D. Jap and John H. Loudon Chaired Professor and Boulevard De Constance},
title = {reviewers and Rick Bagozzi for helpful suggestions. SAFEGUARDING PERFORMANCE AND CONTINUITY WHEN OPPORTUNISM IS SUSPECTED IN INTERORGANIZATIONAL RELATIONSHIPS},
year = {2000}
}
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Abstract
A critical source of organizational performance and strategic advantage is the ongoing management of interorganizational exchanges. In this research, we focus on the emergence of opportunism suspicions in these relationships and ask, given that suspicions of opportunism has crept into a relationship, how can the firm cope? Can the performance and continuity of the relationship be sustained, or safeguarded, as the relationship comes under strain? We examine the extent to which three different interorganizational governance modes (bilateral idiosyncratic investments, goal congruence, and interpersonal trust) that are put in place earlier in the relationship are able to safeguard performance outcomes and future expectations against increasing levels of opportunism suspicions up to one year later. A longitudinal survey of over 200 buyer-supplier dyads indicates that when opportunism suspicions are low, bilateral idiosyncratic investments and interpersonal trust enhance performance outcomes and future expectations. However, as opportunism suspicions increase in established relationships, goal congruence becomes a more powerful safeguard and interpersonal trust becomes less effective. Bilateral idiosyncratic investments continue to safeguard performance outcomes and future
Keyphrases
bilateral idiosyncratic investment rick bagozzi opportunism suspicion helpful suggestion interpersonal trust goal congruence future expectation performance outcome interpersonal trust enhance performance outcome longitudinal survey organizational performance different interorganizational governance mode powerful safeguard strategic advantage firm cope opportunism suspicion increase critical source interorganizational exchange buyer-supplier dyad ongoing management
