An evolutionary perspective of opportunism in high-technology alliance: the evidence from South Korean companies

Inwon, Kang; Han, Shin Il; Lee, Jiwon; Olfman, Lorne

doi:10.1080/13602381.2015.1043774

Cited by 6 publications

(9 citation statements)

References 73 publications

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“…This means a detailed analysis of technology attitude is limited to two tendencies: DO (Ratchford and Ratchford, 2021) and technology opportunism (TO) (Bullini et al. , 2020; Kang et al. , 2016).…”

Section: Processes Of Solution Incubationmentioning

confidence: 99%

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Motivating immersive BIM uptake through user attitude: analysis of initial solution using design science approach

Ramanayaka

Olatunji

Weerasuriya

2022

BEPAM

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PurposeBeyond a mandated use, rationales behind executive choice to accept or reject building information modelling (BIM) are ambiguous. BIM acceptance is complex for organisations, and existing decision-making models are impractical to make realistic choices. A practical solution must assist a holistic reflection of internal and external BIM success factors. Nevertheless, extant literature is largely focused on software use and awareness. Thus, this paper aims to suggest a novel framework for assessing firm readiness, aimed at facilitating BIM uptake.Design/methodology/approachExtant explanatory studies are inadequate in assessing the soft nature of BIM uptake. Thus, a design science research was employed as an alternative methodology. A means-end analysis was utilised for solution incubation, and cross-disciplinary reasoning, the strategy to establish valid solutions on firm readiness. Previous studies were reviewed on BIM, technology acceptance (generally) and complexity.Findings“Technology attitude” is presented as involving more holistic variables than a simplistic reliance on software use to mirror BIM acceptance. Technology acceptance model (TAM) is appropriate to explain BIM attitude attributes, but its current use is sub-optimal. Selective information processing and unconscious thought theory were integrated into TAM to explain attitude formation from multiple perspectives, resulting in a novel BIM attitude scale (BIMAS). Upon verification, the proposed framework will facilitate an objective authentication of biases that associate with BIM acceptance.Originality/valueWhilst BIM readiness is assessed largely with a primary focus on theory building, practical relevance must be at the forefront of BIM development. This study articulates that design science research can enhance the practical relevance of BIM adoption models. BIM acceptance attitude must be assessed through a verified scale contrary to the assessment of self-biases of executives in literature. BIMAS suggests a testable solution for this. Theory building research must be the future focus to enhance the relevance of this initial solution.

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Section: Processes Of Solution Incubationmentioning

confidence: 99%

“…SIP and UTT are used for this. Both explain how humans resolve ill-structured and complex matters (Kang et al. , 2016; Leung, 2020).…”

Section: Processes Of Solution Incubationmentioning

confidence: 99%

Motivating immersive BIM uptake through user attitude: analysis of initial solution using design science approach

Ramanayaka

Olatunji

Weerasuriya

2022

BEPAM

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“…The antecedent in our study is fundamentally different from the antecedents identified in the existing literature at the firm level. The dominant theoretical perspectives concerning antecedents of opportunistic behavior are transaction cost economics (Kang et al, 2016), SET (Caniëls and Gelderman, 2010) and RDT (Schmitz et al, 2016). All these perspectives point at objective, firm-level antecedents such as objective transaction costs, objective power relationships between purchasers and suppliers, the objective level of trust between buyers and suppliers, the objective level of formalization and standardization of purchasing processes, etc.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Opportunism is self-seeking interest with guile and malicious intentions (Williamson, 1975) at the expense of a partner (Kang et al, 2016). Consequences can be very severe, like buyer-supplier conflicts (Barnes et al, 2010;Joshi and Arnold, 1997), reduction of trust between both parties (Barnes et al, 2010;Joshi and Arnold, 1997;Mysen et al, 2011), destabilization of buyer-supplier relationships (Anderson and Jap, 2012) and reduced willingness to invest in each other (Suh and Houston, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Consequences can be very severe, like buyer-supplier conflicts (Barnes et al, 2010;Joshi and Arnold, 1997), reduction of trust between both parties (Barnes et al, 2010;Joshi and Arnold, 1997;Mysen et al, 2011), destabilization of buyer-supplier relationships (Anderson and Jap, 2012) and reduced willingness to invest in each other (Suh and Houston, 2010). Opportunism may even result in the termination of the cooperation and thus loss of "sunk costs" or depreciation of investments in the relationship (Hawkins et al, 2008;Kang et al, 2016). Opportunistic behavior is considered an important reason for the failure of strategic supplier relationships (Bhattacharya et al, 2015;Raassens et al, 2012).…”

Section: Introductionmentioning

confidence: 99%

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Self-justification for opportunistic purchasing behavior in strategic supplier relationships

Gelderman

Mampaey

Semeijn

et al. 2019

JBIM

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Purpose This study aims to get a deeper understanding of one of the antecedents of opportunistic behavior in strategic supplier relationships at the individual level of analysis. The authors specifically focus on self-justification, which could be seen as a mechanism that relaxes the moral scruples of purchasing professionals and, hence, facilitates actual opportunistic behavior. Design/methodology/approach The critical incident technique was deployed to interview purchasing professionals in the Netherlands about their personal opportunistic behavior in strategic supplier relationships. This resulted in rich autobiographical accounts of 29 critical incidents of opportunistic behavior. The data were analyzed through the lens of the self-justification theory. Findings The study identified a set of self-justification strategies underlying opportunistic purchasing behavior in strategic supplier relationships. Opportunistic professionals tended to deploy six strategies: acknowledgement, denial, rationalization, attributional egotism, sense of entitlement and ego aggrandizement. Research limitations/implications This study is limited to Dutch industrial purchasers and was exploratory by nature. Future research could extend the perspective to other sectors, cultures and professional roles. Practical implications The study draws attention to radically new interventions at the individual level of analysis. To understand and minimize opportunistic behavior in strategic supplier relationships, organizations should acknowledge and address the important issue of self-justifications of purchasing professionals. Originality/value In contrast to the existing literature at the firm level of analysis, this study sheds new light on the antecedents of buyer opportunism from an alternative theoretical perspective at the individual level of analysis. The authors do not draw on the narrow perspective of personality psychology, but rather focus on the role of self-justification as an antecedent of buyer opportunism in strategic supplier relationships.

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Buyer opportunism in strategic supplier relationships: Triggers, manifestations and consequences

Gelderman

Semeijn

Verhappen

2020

Journal of Purchasing and Supply Management

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An evolutionary perspective of opportunism in high-technology alliance: the evidence from South Korean companies

Cited by 6 publications

References 73 publications

Motivating immersive BIM uptake through user attitude: analysis of initial solution using design science approach

Motivating immersive BIM uptake through user attitude: analysis of initial solution using design science approach

Self-justification for opportunistic purchasing behavior in strategic supplier relationships

Buyer opportunism in strategic supplier relationships: Triggers, manifestations and consequences

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