Passive and active opportunitism in interorganizational exchnage

By:

SEGGIE, STEVEN H

Contributor(s):

GRIFFITH, DAVID A

Material type:

Mixed materialsPublication details: 2013Description: 73-90Subject(s):

MANAGEMENT

NLM classification:

In: JOURNAL OF MARKETINGMSummary: 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 realtionships. The multimathod approach of two experiments and one longitudinal field study demonstrate that firms tolerate more passive opportunism than active opportunism (study 1) and that transaction cost play a mediaitng role between opportunism form and satisfaction with performance of the relationship (study 2).

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Holdings
Item type	Current library	Call number	Vol info	Status	Date due	Barcode
Periodicals/Magazines	SSCBS Library		77/6	Available		P15196

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 realtionships. The multimathod approach of two experiments and one longitudinal field study demonstrate that firms tolerate more passive opportunism than active opportunism (study 1) and that transaction cost play a mediaitng role between opportunism form and satisfaction with performance of the relationship (study 2).

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