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The Seeds of Dissolution: Discrepancy and Incoherence in Buyer-Supplier Exchange

In this research, we examine a novel mechanism of interorganizational relationship dissolution: incoherence in a partner's behavior. We propose that the discrepancy between an exchange partner's opportunistic behavior and the focal firm's expectations may create a state of incoherence and uncertaint... Full description

Journal Title: Marketing Science 1 November 2010, Vol.29(6), pp.1109-1124
Main Author: Wang, Qiong
Other Authors: Kayande, Ujwal , Jap, Sandy
Format: Electronic Article Electronic Article
Language: English
Subjects:
ID: ISSN: 07322399 ; E-ISSN: 1526548X
Link: https://www.jstor.org/stable/40959554
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recordid: jstor_archive_1740959554
title: The Seeds of Dissolution: Discrepancy and Incoherence in Buyer-Supplier Exchange
format: Article
creator:
  • Wang, Qiong
  • Kayande, Ujwal
  • Jap, Sandy
subjects:
  • Behavioral sciences -- Human behavior -- Opportunistic behavior
  • Business -- Business administration -- Corporate communications
  • Behavioral sciences -- Psychology -- Social psychology
  • Business -- Business structures -- Cognitive psychology
  • Behavioral sciences -- Psychology -- Boundary value problems
  • Mathematics -- Mathematical problems -- Public administration
  • Political science -- Government -- Financial economics
  • Business -- Economic disciplines -- Financial economics
  • Economics -- Literature -- Financial economics
  • Arts -- Literature -- Financial economics
ispartof: Marketing Science, 1 November 2010, Vol.29(6), pp.1109-1124
description: In this research, we examine a novel mechanism of interorganizational relationship dissolution: incoherence in a partner's behavior. We propose that the discrepancy between an exchange partner's opportunistic behavior and the focal firm's expectations may create a state of incoherence and uncertainty and that this effect can be damaging to the exchange even when the partner's behavior is better than expected. Using nearly 500 longitudinal, confidential reports of industrial buyers and sellers, we find supportive evidence that (1) the net effect of the discrepancy is initially positive when behavior is better than expected but becomes rapidly negative thereafter, and (2) the net effect of the discrepancy is always negative when behavior is worse than expected. Thus, these effects will generally damage the exchange even as the partner tries to improve the relationship. This gives insight into why exchange relationships that hit a downward spiral can be difficult, if not impossible, to salvage. We also show that the dysfunctional consequences of discrepancy are mitigated through exchange structures such as the magnitude of dependence on an organizational partner, the development phase of the relationship, and the presence of bilateral idiosyncratic investments. Implications for theory and the management of interorganizational relationships are developed.
language: eng
source:
identifier: ISSN: 07322399 ; E-ISSN: 1526548X
fulltext: fulltext
issn:
  • 0732-2399
  • 07322399
  • 1526-548X
  • 1526548X
url: Link


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titleThe Seeds of Dissolution: Discrepancy and Incoherence in Buyer-Supplier Exchange
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ispartofMarketing Science, 1 November 2010, Vol.29(6), pp.1109-1124
identifierISSN: 07322399 ; E-ISSN: 1526548X
subjectBehavioral sciences -- Human behavior -- Opportunistic behavior ; Business -- Business administration -- Corporate communications ; Behavioral sciences -- Psychology -- Social psychology ; Business -- Business structures -- Cognitive psychology ; Behavioral sciences -- Psychology -- Boundary value problems ; Mathematics -- Mathematical problems -- Public administration ; Political science -- Government -- Financial economics ; Business -- Economic disciplines -- Financial economics ; Economics -- Literature -- Financial economics ; Arts -- Literature -- Financial economics
descriptionIn this research, we examine a novel mechanism of interorganizational relationship dissolution: incoherence in a partner's behavior. We propose that the discrepancy between an exchange partner's opportunistic behavior and the focal firm's expectations may create a state of incoherence and uncertainty and that this effect can be damaging to the exchange even when the partner's behavior is better than expected. Using nearly 500 longitudinal, confidential reports of industrial buyers and sellers, we find supportive evidence that (1) the net effect of the discrepancy is initially positive when behavior is better than expected but becomes rapidly negative thereafter, and (2) the net effect of the discrepancy is always negative when behavior is worse than expected. Thus, these effects will generally damage the exchange even as the partner tries to improve the relationship. This gives insight into why exchange relationships that hit a downward spiral can be difficult, if not impossible, to salvage. We also show that the dysfunctional consequences of discrepancy are mitigated through exchange structures such as the magnitude of dependence on an organizational partner, the development phase of the relationship, and the presence of bilateral idiosyncratic investments. Implications for theory and the management of interorganizational relationships are developed.
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abstractIn this research, we examine a novel mechanism of interorganizational relationship dissolution: incoherence in a partner's behavior. We propose that the discrepancy between an exchange partner's opportunistic behavior and the focal firm's expectations may create a state of incoherence and uncertainty and that this effect can be damaging to the exchange even when the partner's behavior is better than expected. Using nearly 500 longitudinal, confidential reports of industrial buyers and sellers, we find supportive evidence that (1) the net effect of the discrepancy is initially positive when behavior is better than expected but becomes rapidly negative thereafter, and (2) the net effect of the discrepancy is always negative when behavior is worse than expected. Thus, these effects will generally damage the exchange even as the partner tries to improve the relationship. This gives insight into why exchange relationships that hit a downward spiral can be difficult, if not impossible, to salvage. We also show that the dysfunctional consequences of discrepancy are mitigated through exchange structures such as the magnitude of dependence on an organizational partner, the development phase of the relationship, and the presence of bilateral idiosyncratic investments. Implications for theory and the management of interorganizational relationships are developed.
pubInstitute for Operations Research and the Management Sciences (INFORMS)
doi10.1287/mksc.1100.0582
date2010-11-01