Topic
Opportunism
About: Opportunism is a research topic. Over the lifetime, 2030 publications have been published within this topic receiving 97170 citations. The topic is also known as: opportunist.
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TL;DR: In this paper, the authors examined the role of IT in the context of international business to business (B2B) relationship and its contribution to supply chain performance and suggested that IT capabilities contribute directly to improved organizational process such as coordination, transaction specific investment, absorptive capacity and monitoring.
Abstract: Purpose – Advanced information technology (IT) changes the way companies manage cross‐border supply chains. This paper examines the role of IT in the context of international business to business (B2B) relationship and its contribution to supply chain performance.Design/methodology/approach – This literature review paper develops a conceptual model of IT‐mediated relationships in international supply chain relationships. The framework integrates transaction cost economics and resource‐based theory perspectives and argues that IT capabilities facilitate supply chain performance, deter partner's opportunism and this process is mediated by B2B processes. Moreover, environmental, relational, cultural and country level moderators are examined.Findings – It is suggested that IT capabilities contribute directly to improved organizational process such as coordination, transaction specific investment, absorptive capacity and monitoring. These in turn contribute to strategic and operational performance outcomes. Ag...
129 citations
TL;DR: In this article, the authors develop and defend a theory of "network failure" analogous to more familiar theories of organizational and market failure already prevalent in the literature on economic governance, and they depict network failures as continuous rather than discrete outcomes, show that they have more than one cause, and pay particular attention to two undertheorized and undiscovered types of network failure (i.e., involution and contested collaboration).
Abstract: This article develops and defends a theory of “network failure” analogous to more familiar theories of organizational and market failure already prevalent in the literature on economic governance. It theorizes those failures not as the simple absence of network governance, but rather as a situation in which transactional conditions for network desirability obtain but network governance is impeded either by ignorance or opportunism, or by a combination of the two. It depicts network failures as continuous rather than discrete outcomes, shows that they have more than one cause, and pays particular attention to two undertheorized—if not undiscovered—types of network failure (i.e., involution and contested collaboration). It thereby contributes to the development of sociology's toolkit for theorizing networks that are “neither market nor hierarchy.”
128 citations
01 Sep 1992
TL;DR: A model of interorganizational IT is developed, focusing on supplier-buyer interactions and the costs and benefits of IT in facilitating such interactions, which incorporates economies of scale and scope, transactions specific sunk costs of IT development, and related issues of bargaining and opportunism.
Abstract: This paper first reviews some basic results on the economics of information technology (IT) and strategy. These results begin by developing a model of interorganizational IT, focusing on supplier-buyer interactions and the costs and benefits of IT in facilitating such interactions. The modeling framework incorporates economies of scale and scope, transactions specific sunk costs of IT development, and related issues of bargaining and opportunism. Results of the model are applied to the increasingly important topic of interorganizational information systems, addressing some of the risks of cooperative ventures that are frequently overlooked in the MIS literature.
128 citations
TL;DR: In this article, the authors question the explanatory role of the concept of opportunism in the transaction cost analysis of Oliver Williamson and his followers, and suggest that potential or actual opportunism emerges as the source of the "transaction costs" involved in monitoring and enforcing contracts.
Abstract: The object of the present essay is neither to overturn transaction cost economics nor to deny the reality of opportunism. Instead, it is to question the explanatory role of the concept of opportunism in the transaction cost analysis of Oliver Williamson and his followers. Williamson has suggested that potential or actual opportunism emerges as the source of the ‘transaction costs’ involved in monitoring and enforcing contracts. On the contrary, it is shown here that there are several additional and likely sources of contract default or incomplete performance. Williamson’s explanatory concentration on opportunism thus misidentifies the reasons for different hierarchical governance structures in the real world. As these additional sources are ignored, the emphasis on opportunism can impair a true understanding of the inner workings of the firm, and be a misleading guide for practical questions of organizational design and corporate strategy.
127 citations
TL;DR: In this paper, the authors synthesize the literature through the development of a new conceptual framework, which distinguishes between economic and cultural reasons for failure, and provides a new lens to view the literature.
Abstract: Many research studies have been done to explain the reasons for the tensions and failures observed in joint ventures between Japanese and Western multinational enterprises. These studies have identified, with various degrees of sophistication, the existence of cultural differences as a primary determinant of failure. Alternative explanations focus upon a transaction cost approach, emphasising opportunism and the danger of cheating in such strategic alliances. This paper synthesises the literature through the development of a new conceptual framework. This framework, which distinguishes between economic and cultural reasons for failure, provides a new lens to view the literature. It is demonstrated that the simple view of cultural incompatibility needs to be replaced by an awareness of the combined impact of cultural and economic forces on the viability of joint ventures between Japanese and Western firms.
127 citations