Opportunism,governance structure and relational norms: An interactive perspective |
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| Affiliation: | 1. College of Business, University of North Texas, PO Box 311396, Denton, TX 76203-1396, United States;2. University of Dayton, Miriam Hall Room 710, 300 College Park, Dayton, OH 45469-2271, United States;3. College of Business and Entrepreneurship, University of Texas Rio Grande Valley, Edinburg, TX 78539-2999, United States;1. Department of Marketing, Economics and Management School, Wuhan University, Wuhan 430072, China;2. Department of Marketing, College of Business, City University of Hong Kong, Tat Chee Avenue, Hong Kong;1. Faculty of Business and Economics, The University of Hong Kong, Hong Kong;2. Collat School of Business, University of Alabama at Birmingham, United States;3. School of Management and Economics, Beijing Institute of Technology, China;1. Geneva School of Economics and Management, University of Geneva, 40 bd du Pont-d''Arve, CH-1211 Geneva 4, Switzerland;2. University of Bamberg, Feldkirchenstrasse 21, 96052 Bamberg, Germany;3. Columbia Business School, 3022 Broadway, New York, NY 10027, United States;1. School of Economics and Management, Shanghai Institute of Technology, Shanghai, China;2. Odette School of Business, University of Windsor, Windsor, Ontario, Canada;3. School of Management, Shanghai University of Engineering Science, Shanghai, China;4. School of Business, Xi''an University of Finance and Economics, Xi''an, Shaanxi, China;1. Grossman School of Business, University of Vermont, 55 Colchester Ave., Burlington, VT 05405, United States of America;2. Department of Marketing, City University of Hong Kong, P7506, Academic 1, Tat Chee Avenue, Kowloon, Hong Kong Special Administrative Region |
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| Abstract: | Opportunism in inter-firm partnership has intrigued scholars and managers, and existing research has identified several governance structural dimensions as antecedents of opportunism. However, most have looked at these one by one. This study examines the effects of interactions between the dimensions of bureaucratic structure (formalization and participation) and relational norms (solidarity, role integrity, and mutuality) on opportunism among channel members. The results indicate that the interaction between formalization and solidarity enhances opportunism, while interaction between formalization and role integrity reduces opportunism. On the other hand, while the interaction between participation and solidarity reduces opportunism, participation's interaction with role integrity and mutuality seems to enhance opportunism. The implications of these findings are discussed in detail in the study. |
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