The interplay of drivers and deterrents of opportunism in buyer-supplier relationships

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journal

78 Scopus Citations
View graph of relations


  • Qiong Wang
  • Julie Juan Li
  • William T. Ross Jr.
  • Christopher W. Craighead

Related Research Unit(s)


Original languageEnglish
Pages (from-to)111-131
Journal / PublicationJournal of the Academy of Marketing Science
Issue number1
Online published13 Jul 2012
Publication statusPublished - Jan 2013


Fostering and maintaining buyer-supplier relationships is a fundamental premise of many channel initiatives. Indeed, these relationships may culminate in significant performance enhancements and competitive advantage. Yet these relationships may also result in competitively harmful events such as partner opportunism. Despite this potential competitive erosion, there is a lack of studies examining the interplay between the drivers and deterrents of opportunism. By building on transaction cost economics and social capital theory, we examine, via a sample of 400 manufacturing firms in China, how the interplay between drivers (relationship-specific investments and behavioral uncertainty) and deterrents (inter-firm social capital) of opportunism affect partner opportunism in buyer-supplier exchanges. The significance of this interplay between the drivers and deterrents sheds new light on how a firm can leverage social capital to curb the harmful effects of opportunism. © 2012 Academy of Marketing Science.

Research Area(s)

  • Buyer-supplier relationships, Opportunism, Social capital, Survey research, Transaction cost economics