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.
Papers published on a yearly basis
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TL;DR: In this paper, the authors consider vertical contracting arrangements between a manufacturer and a retailing network when retailers have private information and the organization is run through bilateral contracts and characterize the set of allocations robust to such opportunism by means of simple ex post incentive compatibility constraints.
Abstract: We consider vertical contracting arrangements between a manufacturer
and a retailing network when retailers have private information
and the organization is run through bilateral contracts. We
highlight a new form of informational opportunism arising when the
manufacturer manipulates information learned separately in each
relationship. We characterize the set of allocations robust to such
opportunism by means of simple ex post incentive compatibility constraints.
Those constraints limit the manufacturer’s ability to use
yardstick competition among retailers. They simplify contracts and
restore a rent/efficiency trade-off even with correlated information.
We show that sell-out contracts are optimal under a wide range of
circumstances.
34 citations
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TL;DR: The authors revisited two core propositions of the knowledge-based view of the firm found in the seminal work of Kogut and Zander: (1) that multinational corporations (MNCs) exist because transfers and re-combinations of knowledge occur more efficiently inside MNCs than between MNC and third parties; and (2) that the threat of opportunism is not necessary, although it may be sufficient, to explain the existence of the MNC.
Abstract: In this note we revisit two core propositions of the knowledge-based view of the firm found in the seminal work of Kogut and Zander: (1) that multinational corporations (MNCs) exist because transfers and re-combinations of knowledge occur more efficiently inside MNCs than between MNCs and third parties; and (2) that the threat of opportunism is not necessary, although it may be sufficient, to explain the existence of the MNC. Their knowledge-based view shifted the conceptualization of the firm from an institution arising from market failure and transaction costs economizing to a progeny of superior knowledge governance. We question these conclusions, arguing that firms are but one of the many types of “epistemic communities” possessing and nurturing procedural norms, identity, and the cognitive, linguistic and reflexive attributes conducive to efficient exchange and re-combination of knowledge among their members. Important insights may be gained by applying the concept of epistemic communities implicit in the knowledge-based perspective beyond firm-level hierarchies. Journal of International Business Studies (2011) 42, 427–435.
34 citations
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TL;DR: In this paper, a theoretical framework is proposed to identify the mediation effect of goal congruence and supplier opportunism within the direct relationship between monitoring/incentives and suppliers' operational performance.
34 citations
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TL;DR: The research suggests that cross-functional teams that are designed to bring different functional areas together are more complex to manage than previously believed.
Abstract: It is well known that transaction-specific investments (TSIs) made in customers by account managers makes them vulnerable to opportunism by customers (i.e., the targets of the investments). The present research shows that TSIs made in customers by account managers can also lead them to be concerned about internal opportunism by nontargets of the investments (e.g., information technology or finance specialists in their own teams). Furthermore, it shows that concern about internal opportunism leads account managers to engage in internal blocking of their own team members (i.e., restricting their access to customers and to customer information), which results in lower performance with customers. This phenomenon is a conundrum in that account managers interested in stronger performance with customers appear to block the very functional specialists who can help them attain better performance. This research also identifies two types of continuities (account manager--customer continuity and specialist--customer continuity) that moderate the relationship between TSIs and concern about internal opportunism. Building on the literature in economics and organization theory, our research suggests that cross-functional teams that are designed to bring different functional areas together are more complex to manage than previously believed.
This paper was accepted by Pradeep Chintagunta and Preyas Desai, special issue editors.
This paper was accepted by Pradeep Chintagunta and Preyas Desai, special issue editors.
33 citations