Session 425

Tradeoffs and Opportunism in Cooperative Relations

Track N

Date: Monday, September 22, 2014


Time: 14:45 – 16:00

Common Ground

Room: Budapest


  • Anne Parmigiani, University of Oregon

Title: Burning Bridges or Building them? The Effect of Third Party-Induced Employee Mobility on Client Relationship Formation


  • Shinjae Won, University of Pennsylvania

Abstract: Extending on previous research on conflictual relationship between organizations, I explore a case of professional services firms that represent one side of the party in conflictual relationships such as law firms or search firms. These firms face a special kind of challenge: they must work in the interest of their clients, but the involvement in conflictual relationships with the clients’ adversaries may undermine the possibility of building new business relationships with the affected firms. Preliminary results from a unique dataset from an executive search firm suggest that the poached firms are more likely to become clients of the search firm. I will test additional hypotheses to understand the mechanisms behind it.

Title: Can Wrong Ever Be Right? Governance Misalignment in Buyer-Supplier Relationships


  • Thomas Mellewigt, Free University of Berlin
  • Glenn Hoetker, Arizona State University
  • Carolin Decker, University of Bremen

Abstract: Studies on the effect of governance misalignment on opportunism and performance in buyer-supplier relationships are rare and the findings inconsistent. Drawing on transaction cost economics, we test the relationships between too high and too low levels of contractual and relational governance on ex-post opportunism and supplier performance. Our findings based on primary data from the German banking industry show that both under- and over-governance create trade-offs. Under-governance, be it contractual or relational, leads to more opportunism but also to higher performance. Over-governance in either dimension reduces opportunism but at the cost of lower performance, especially for relational governance mechanisms. Implications for future research are discussed.

Title: Concurrent Sourcing and External Supplier Opportunism


  • Niels Peter Mols, Aarhus University

Abstract: When a firm simultaneously makes and buys the same components then the firm uses concurrent sourcing. This paper presents an agency model for explaining how and when concurrent sourcing reduces the likelihood of external supplier opportunism. In the proposed model, the external supplier’s expected costs of opportunism are determined as a product of four factors. The four factors are: likelihood of discovering supplier opportunism, buyer’s internalized quantity as reaction to supplier opportunism, asset specificity of external supplier’s investments, and multiplicator effects. Each of these factors are explained and discussed in the paper. The paper ends by offering a number of theoretical and managerial implications.

Title: Interelationships between Marketing and Supply Chain Capabilities in Demand Chain Management: The Role of Organizational Dualities


  • Ismail Golgeci, University of Vaasa

Abstract: Demand chain management (DCM) is argued to be a promising business model to overcome the divide between supply and demand activities and create value without efficiency-effectiveness tradeoffs. However, interactions between marketing and supply chain capabilities have been overlooked in relation to DCM. We fill this void with a qualitative study that explores the interrelationships between marketing and supply chain capabilities and organizational factors influencing these relationships. Our findings reveal that three key organizational dualities as contrasting behavioral and structural elements exist at varying forms and degrees, and they have a multifaceted influence on the relationships between marketing and supply chain capabilities. Our study offers unique insights into configuration and deployment of organizational capabilities in intraorganizational networks at the interface between marketing and supply chain management.

Title: Reconceptualizing Interorganizational Collaboration: A Theoretical Framework Based on Intentionality and Temporality


  • Tammy E Beck, University of Nebraska-Lincoln
  • Karen Ford-Eickhoff, University of North Carolina Charlotte
  • Stephanie Solansky, University of Houston-Victoria
  • Donde Plowman, University of Nebraska-Lincoln

Abstract: Organizations increasingly rely on collaborative arrangements to compete effectively. However, we still have much to learn about the nature of collaboration and the processes by which organizations successfully collaborate with others, especially when collaborations manifest in ‘non-traditional’ forms. We introduce a theoretical framework that reconceptualizes interorganizational collaboration into four types based on the collaboration formation (engineered or emergent), and the collaboration endurance (temporary or enduring). We highlight the need for increased research on all forms of temporary and/or emergent collaborations. We suggest that future research address the different tensions organizations and their members face based upon the temporality and intentionality of collaboration efforts. We propose that leadership, member types, interactions between participants, operating activities, and coordination techniques used to facilitate interactions are tensions worthy of examination.

All Sessions in Track N...

Sun: 08:00 – 09:15
Session 408: Future Research Directions in Cooperative Strategy
Sun: 11:15 – 12:30
Session 427: Research Methods in Cooperative Strategy
Sun: 15:45 – 17:00
Session 422: Alliance Formation and Stakeholder Perceptions
Sun: 17:15 – 18:30
Session 610: Cooperative Strategies IG Business Meeting
Mon: 08:00 – 09:15
Session 418: The Structure and Evolution of Networks
Session 420: Relational Mechanisms and Governance Choice in Alliances
Mon: 11:00 – 12:15
Session 416: Resource Dependence, Power Relations and Cooperation
Session 423: Alliances and Innovation Performance
Mon: 14:45 – 16:00
Session 424: Partnering Experience, Alliance Governance, and Performance
Session 425: Tradeoffs and Opportunism in Cooperative Relations
Mon: 16:30 – 17:45
Session 419: Cognition and Learning in Alliances
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 417: Networks of Competition and Cooperation
Tue: 15:30 – 16:45
Session 421: Acquisitions, Alliances, and Contracts
Tue: 17:15 – 18:30
Session 454: Multipartner Cooperation and Third-Party Relations

Strategic Management Society