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dc.contributor.author
Wölfel, Joachim
dc.contributor.author
Grosse-Ruyken, Pan T.
dc.date.accessioned
2020-09-07T08:08:14Z
dc.date.available
2020-09-04T20:12:14Z
dc.date.available
2020-09-07T08:08:14Z
dc.date.issued
2020
dc.identifier.other
10.1080/1051712X.2020.1787026
en_US
dc.identifier.uri
http://hdl.handle.net/20.500.11850/438590
dc.description.abstract
Purpose: Literature analyzes interorganizational relationships mostly from a relational perspective by emphasizing partnerships’ positive aspects. Yet business reality is often less romantic and more opportunistic. Especially within the automotive industry opportunistic behaviors often cause extreme reactions in both partners, resulting in poisoned relationships. This study examines the effects of bilateral opportunism between buyers and suppliers on both partners’ relationship induced financial performance, using an automotive industrial setting of new product development (NPD) partnerships. Furthermore, we evaluate the “opportunistic fit” between both partners to assess whether partnerships are characterized by opportunistic parity or unilateral domination. Methodology: The empirical analyses are based on primary data from 147 NPD partnerships between tier-1 suppliers and automotive manufacturers (OEMs), exclusively drawn from the suppliers’ perspective. Data were statistically analyzed using structural equation modeling (SEM) with SPSS AMOS. Findings: Our findings suggest that large parts of NPD partnerships between suppliers and OEMs are opportunistically lopsided, meaning that they are unilaterally dominated. With reciprocity, firms are able to counterbalance the influence of partnership opportunism and its effects on financial performance by themselves. Financial benefits achieved by opportunistically striving after economic self-interest are eliminated, in case the deprived partner attempts to opportunistically adjust its inequitable position. Our results show that opportunistic firms can benefit from immediate improvements in individual financial performance, but only until the disadvantaged partner has a counter opportunistic reaction. When the opportunism of both partners is at parity, firms cannot generate any individual increases in financial performance by acting opportunistically, highlighting the significance of bilateral opportunism for B2B business scholars. Originality: This paper enhances the understanding of business relationships in industries with strong power imbalance between the buyer and the supplier firm. The authors introduce the idea of “bilateral opportunism” and “opportunistic parity” to the B2B marketing literature. These concepts shed light on the reality of business relationships, in particular in industries with high power imbalance, such as the automotive industry. Descriptive information highlights the relevance of the opportunistic parity concept. © 2020 Taylor & Francis Group, LLC.
en_US
dc.language.iso
en
en_US
dc.publisher
Taylor & Francis
en_US
dc.subject
Buyer-supplier partnerships
en_US
dc.subject
opportunism
en_US
dc.subject
dark side literature
en_US
dc.subject
new product development
en_US
dc.subject
automotive industry
en_US
dc.subject
social exchange theory
en_US
dc.title
Bilateral Opportunism in Buyer–supplier Partnerships
en_US
dc.type
Journal Article
dc.date.published
2020-08-24
ethz.journal.title
Journal of Business-to-Business Marketing
ethz.journal.volume
27
en_US
ethz.journal.issue
3
en_US
ethz.pages.start
247
en_US
ethz.pages.end
261
en_US
ethz.identifier.wos
ethz.identifier.scopus
ethz.publication.place
Philadelphia, PA
en_US
ethz.publication.status
published
en_US
ethz.date.deposited
2020-09-04T20:12:19Z
ethz.source
SCOPUS
ethz.eth
yes
en_US
ethz.availability
Metadata only
en_US
ethz.rosetta.installDate
2020-09-07T08:08:23Z
ethz.rosetta.lastUpdated
2020-09-07T08:08:23Z
ethz.rosetta.versionExported
true
ethz.COinS
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