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dc.contributor.authorSeggie, Steven Head
dc.contributor.authorGriffith, D. A.
dc.contributor.authorJap, S. D.
dc.date.accessioned2014-07-01T13:53:05Z
dc.date.available2014-07-01T13:53:05Z
dc.date.issued2013-11
dc.identifier.issn1547-7185
dc.identifier.urihttp://hdl.handle.net/10679/412
dc.identifier.urihttp://journals.ama.org/doi/abs/10.1509/jm.11.0529
dc.descriptionDue to copyright restrictions, the access to the full text of this article is only available via subscription.
dc.description.abstractThis 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.en_US
dc.language.isoengen_US
dc.publisherAmerican Marketing Associationen_US
dc.relation.ispartofJournal of Marketing
dc.rightsrestrictedAccess
dc.titlePassive and active opportunism in interorganizational exchangeen_US
dc.typeArticleen_US
dc.peerreviewedyesen_US
dc.publicationstatuspublisheden_US
dc.contributor.departmentÖzyeğin University
dc.contributor.authorID(ORCID 0000-0002-8524-6012 & YÖK ID 25900) Seggie, Steven
dc.contributor.ozuauthorSeggie, Steven Head
dc.identifier.volume77
dc.identifier.issue6
dc.identifier.startpage73
dc.identifier.endpage90
dc.identifier.wosWOS:000326420400005
dc.identifier.doi10.1509/jm.11.0529
dc.subject.keywordsInterorganizational relationship management,en_US
dc.subject.keywordsPassive and active opportunismen_US
dc.subject.keywordsOrganizational performanceen_US
dc.subject.keywordsMultimethod approachen_US
dc.identifier.scopusSCOPUS:2-s2.0-84887601449
dc.contributor.authorMale1


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