Organizational partnerships in China : self-interest, goal interdependence, and opportunism

Research output: Journal PublicationsJournal Article (refereed)

65 Citations (Scopus)

Abstract

Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related, they are tempted to pursue their self-interests opportunistically. Cognitive understandings and values of a shared vision may help partners believe their goals are cooperatively related. Results from 103 pairs of customer and supplier organizations support the argument that partnerships are not inevitably threatened by opportunism. Using structural equation analysis, the authors suggested that shared vision can help partners develop cooperative goals that lead to low levels of opportunism. These results suggest that a shared vision and cooperative goals are important foundations for effective organizational partnerships.
Original languageEnglish
Pages (from-to)782-791
Number of pages10
JournalJournal of Applied Psychology
Volume90
Issue number4
DOIs
Publication statusPublished - Jul 2005

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Keywords

  • organizational partnerships
  • self-interest
  • goal interdependence
  • opportunism

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