An Empirical Investigation of Bilateral Investments and Opportunism in Buyer-Supplier Relationships

IF 0.7

Journal of Marketing Channels Pub Date : 2016-07-02 DOI:10.1080/1046669X.2016.1186473

Jody L. Crosno, R. Dahlstrom

引用次数: 5

Abstract

Collaboration between buyers and their suppliers often requires both parties to dedicate specialized investments to the relationship. These bilateral idiosyncratic investments serve as mutual hostages and signal commitment to the relationship, yet they are susceptible to expropriation. Drawing on research in social psychology and transaction cost economics, we argue that the nature of the bilateral idiosyncratic investments influences perceptions of a supplier's opportunism that in turn influences retailer opportunism and relationship outcomes. Data collected from 120 Norwegian managers of consumer electronics retail stores provide an assessment of the proposed model. The results indicate that the total and asymmetrical nature of the bilateral idiosyncratic investments influence perceptions of supplier opportunism and these perceptions, in turn, influence the retailer's opportunism and commitment to the relationship. Implications of these findings and future research are discussed.

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买卖关系中双边投资与机会主义的实证研究

买家和供应商之间的合作通常需要双方对这种关系进行专门的投资。这些特殊的双边投资充当了双方的人质，表明了对两国关系的承诺，但它们很容易被征用。根据社会心理学和交易成本经济学的研究，我们认为双边特殊投资的性质影响了供应商机会主义的感知，而供应商机会主义反过来又影响了零售商机会主义和关系结果。从120名挪威消费电子零售商店经理收集的数据提供了对拟议模型的评估。结果表明，双边特殊投资的全面性和不对称性影响供应商机会主义的感知，而这些感知反过来又影响零售商的机会主义和对关系的承诺。讨论了这些发现的意义和未来的研究。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Journal of Marketing Channels BUSINESS-

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期刊介绍： The Journal of Marketing Channels is the first and only professional marketing journal to focus exclusively on distribution systems, strategy, and management. The journal recognizes the growing importance of distribution as a key strategic variable in marketing management. Indeed, if one looks realistically at the major strategy variables of the marketing mix—product, price, promotion, and distribution—the greatest potential for achieving a competitive advantage now lies in distribution. The reason? Rapid technology transfer has made product advantages increasingly difficult to maintain. International operations seeking lower costs have made price advantages much harder to sustain because everybody seems to be “playing the same game.” Even promotion, which relies so heavily on mass media advertising, has become a battle of who can spend the most money. But distribution still offers a new frontier for competing successfully especially if the emphasis is placed on the design and management of superior marketing channel systems to provide excellent customer service. A competitive advantage gained through better distribution is not easily copied by the competition and hence becomes a long-term sustainable competitive advantage. Yet designing optimal marketing channel systems, formulating innovative distribution strategies, and managing marketing channel systems effectively is no simple task. In fact, professional marketing expertise of a very high order is required to meet these challenges, especially given the growing competitive role and rapid pace of web-based marketing. The Journal of Marketing Channels helps provide the knowledge and tools needed to develop superior distribution systems, strategies, and management. Leading authorities from around the world present the most up-to-date and in-depth thought, analysis, and research on these topics in this refereed international quarterly journal.