The influence of leader opportunism in B2B exchange

Hawkins, Timothy G.; Lewin, Jeffrey E.; Amos, Clinton

doi:10.1016/j.jbusres.2011.08.021

Cited by 14 publications

(13 citation statements)

References 65 publications

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“…The relationship between rewards/penalties and (un)ethical behavior also has been confirmed by previous studies (Hawkins et al, 2012;Hoogervorst et al, 2010;Hollinger and Clark, 1983;Hegarty and Sims, 1978). According to that, we assume that sanctionability also should increase payment discipline.…”

Section: K 464supporting

confidence: 80%

“…Managers are supposed to act as role models and set the example "for proper and desired behavior for the employee to imitate" (Belak et al, 2011). Empirical studies have confirmed this because top managers' ethics are the key factors that impact middle managers' ethics (Posner and Schmidt, 1992), and employees are more inclined to use unethical business practices if their superiors do so (Hawkins et al, 2012).…”

Section: Congruence Of Managementmentioning

confidence: 96%

“…Although many authors (Ferrell and Gresham, 1985;Posner and Schmidt, 1992;Wimbush and Shepard, 1994;Kaptein, 2011b;Hawkins et al, 2012) have confirmed the influence of management on ethics in companies, no study to date has confirmed the impact of management ethics on their payment discipline. If we see payment discipline as a counter-norm, then management congruence should have an impact on the payment discipline of an enterprise.…”

Section: Conceptual Framework and The Hypothesesmentioning

confidence: 99%

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Ethical culture as a predictor of late payments

Šalamon¹,

Milfelner

Belak

2017

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Purpose Poor payment discipline has been a constant problem faced by European companies and has only deteriorated with the current global economic crisis. Even though new legislation has been adopted several times on the European level, the situation has not changed in favor of improved payment discipline. This research aims to determine the correlation between ethical culture of the company and how it influences its payments. Design/methodology/approach The factor structure of Kaptein’s (2008) instrument for measuring ethical culture was analyzed using principal component analysis with varimax rotation. This factor analysis yielded six factors with eigenvalues over 1.00. The reliabilities of the single constructs were as follows: clarity (α = 0.891), feasibility (α = 0.918), discussability (α = 0.955), supportability (α = 0.956), sanctionability (α = 0.879) and transparency (α = 0.801). These six factors explained 78 per cent of the total variance. All six factors were named according to Kaptein’s (2008) proposal, whose factor analysis yielded, in addition to the six factors, the following two factors: “Congruence of supervisors” and “Congruence of management”. Both factors represent the ethical culture dimension that Kaptein (1998) called “Congruence”, which refers to the extent to which superiors’ and managers’ acts are in line with their ethics on the declarative level. Findings The results showed that two dimensions of ethical culture, sanctionability and feasibility, improve payment discipline. Research limitations/implications The results of this study provide an important link between ethical culture and late payments. However, the research has some limitations. The first limitation is the response rate of only 9.1 per cent. The next limitation is geographical location; the results in other European countries could be different. The third limitation of the research arises from the data collection, because ethical culture was evaluated by one person from each enterprise, and the average payment delay was also calculated based only on a sample of invoices. Future research should therefore attempt to confirm the correlation between ethical culture and payment discipline in other European countries. It would be interesting to compare finds among different European countries, to determine whether there are major differences among companies in the field of payment discipline. Originality/value Good payment discipline can be defined as settling obligations to the customer on time. Late payments have been one of the biggest problems in many European economies. Trade credit becomes even more important during economic crises (Guariglia and Mateut, 2006), when investments are in decline, trading volume is reduced, bank credit is harder to obtain and interest rates are increased (Vojinović et al., 2013; Lin and Martin, 2010). Because customers do not fulfill their obligations on time, even enterprises with healthy sales growth encounter cash flow problems (Tsai, 2011). This paper’s empirical research has been implemented in Slovenia because it has some of the worst payment disciplines among European countries. Such research is unique in Slovenia as well as wider.

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Section: K 464supporting

confidence: 80%

Section: Congruence Of Managementmentioning

confidence: 96%

Section: Conceptual Framework and The Hypothesesmentioning

confidence: 99%

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Ethical culture as a predictor of late payments

Šalamon¹,

Milfelner

Belak

2017

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“…Given the persistence of opportunistic behavior in supply chains and its devastating effects on supply chain relationships and performance (Huo et al , 2019; Liu et al , 2016; Mitrega and Zolkiewski, 2012; Steinle et al , 2019), it is important to look at its role in SCF. Perceived opportunistic behavior is inherent in all supply chain and B2B relationships (Hawkins et al , 2012; Chai et al , 2019). Williamson (1975, p.9) defines PPO as “self-interest seeking with guile.” In the current study, we borrow our definition from the strategic alliance literature (Das and Rahman, 2010) and define partner opportunism as the behavior of a partner firm that is motivated to pursue its self-interest with deceit to achieve gains at the expense of the other alliance members.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Supply chain finance in enhancing supply-oriented and demand-oriented performance capabilities – moderating role of perceived partner opportunism

Rajaguru

Matanda

Zhang

2022

JBIM

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Purpose While supply chain scholars concur on the need to integrate supply chain finance (SCF) processes to meet ever-changing customer demands, it is unclear how SCF influences business performance in the presence of perceived opportunistic behavior. Therefore, the study aims to investigate the moderating role of perceived partner opportunism in the supply chain. Design/methodology/approach Drawing on the dynamic capability theory (DCT), this study investigates how perceived supply chain partner opportunism moderates the mediating role of supply- and demand-oriented performances on the link between SCF and business performance, from the retail industry perspective. Data was collected from Australian retailing firms. In all, 293 completed surveys were received. Moderated mediation analysis was conducted. Findings The results of this study indicate that supply- and demand-oriented performances serially mediate the relationship between SCF and business performance. The study also found that the effect of SCF on performance was higher when perceived partner opportunism was lower. Practical implications To respond to changes in consumer preferences and demand effectively, supply chain and marketing managers need to understand the complex interaction between supply- and demand-oriented performances and the key role of SCF in developing such capabilities. Originality/value The current study theorizes and demonstrates the effects of supply- and demand-oriented performances that can facilitate the effects of SCF on business performance. Also, the study reveals the effect of each dimension of SCF (accounts payable, accounts receivable and inventory finance) on supply- and demand-oriented performances. Additionally, the study shows the key role of perceived partner opportunism in supply chain management.

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“…It differentiates nature, physically, mentally, emotion, behaviour, feeling, social relations and so forth (Toure et al, 2018). Opportunism emerges because of the need to respond to a situation to defend itself (Bodrov, 2014;Hawkins et al, 2012) In the religiosity aspect, they assume that paying zakat directly to the closest recipient (mustahik) is far better than giving it to its institution. The location of zakat institutions, unsatisfactory services and distrust of the zakat institutions as zakat distributors are also recorded as reasons.…”

Section: Opportunism and Commitmentmentioning

confidence: 99%

The Mediating Effect of Trust in the Relationship Between Reputation and Opportunism Towards Commitment to Paying Zakat

Yenti

Kassim

Yulia

2022

IJBS

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The purpose of this study was to investigate the influence drivers for zakat payers to commit to paying zakat through the official zakat institutions. To execute this study, the Stimulus Organism Response (SOR) theory was used as the basis of the investigation in which stimuli will invite attention or interest from the recipients and produce responses. Data were collected through a survey questionnaire that asked the respondents’ opin-ions on reputation, opportunism, trust, and commitment from a mass Islamic lecture. We employed the Partial Least Squares program named Warp-pls 5.0 to analyse the data. The result shows that the reputation of the zakat institution stimulates zakat payers to trust it and commit to paying zakat. Nevertheless, opportunism is not been proved statistically. The result shows that the zakat institution must maintain and improve its reputa-tion and look for other factors to stimulate zakat payers to pay zakat to the official institution for bigger zakat.

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The influence of leader opportunism in B2B exchange

Cited by 14 publications

References 65 publications

Ethical culture as a predictor of late payments

Ethical culture as a predictor of late payments

Supply chain finance in enhancing supply-oriented and demand-oriented performance capabilities – moderating role of perceived partner opportunism

The Mediating Effect of Trust in the Relationship Between Reputation and Opportunism Towards Commitment to Paying Zakat

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