2018
DOI: 10.1108/jbim-07-2016-0159
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Trust, guanxi, and cooperation: a study on partner opportunism in Chinese joint-venture manufacturing

Abstract: Purpose The purpose of this paper is to provide a conceptual model for examining the effects of trust (competence trust, goodwill trust) and cooperation on partner opportunism and for exploring the moderating effects of guanxi on the relationships among trust, cooperation and opportunism in joint ventures. Design/methodology/approach The sample for this paper comprises 981 manufacturing joint ventures from various industrial sectors. A total of 354 valid questionnaires were collected, representing a 36 per ce… Show more

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citations
Cited by 48 publications
(56 citation statements)
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References 109 publications
(103 reference statements)
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“…Drawing on prior research which has theorized linkages between guanxi and relationship marketing (Geddie et al , 2002, 2005; Shaalan et al , 2013; Yau et al , 2000), we propose a model which conceptualizes interorganizational guanxi as partially mediating the effects of interpersonal guanxi on brand affect, brand attitudes and brand loyalty held by individuals in a B2B channel relationship. This clearly complements the literatures on relationship marketing (Samiee et al , 2015) and guanxi (Chen et al , 2013; Shaalan et al , 2013), and its effects on firm performance (Close-Scheinbaum and Wang, 2018; Qian et al , 2016), innovation (Ghung, 2019), opportunism (Shen et al , 2019; Xue et al , 2018) and marketing channels in an international context (Hoppner and Griffith, 2015). Further, we enrich our understanding of guanxi by investigating a potential boundary condition in the moderating role of regulatory focus on the link between interpersonal guanxi and brand attitude, thereby providing important insight into the motivational biases that intermingle with interpersonal guanxi.…”
supporting
confidence: 72%
“…Drawing on prior research which has theorized linkages between guanxi and relationship marketing (Geddie et al , 2002, 2005; Shaalan et al , 2013; Yau et al , 2000), we propose a model which conceptualizes interorganizational guanxi as partially mediating the effects of interpersonal guanxi on brand affect, brand attitudes and brand loyalty held by individuals in a B2B channel relationship. This clearly complements the literatures on relationship marketing (Samiee et al , 2015) and guanxi (Chen et al , 2013; Shaalan et al , 2013), and its effects on firm performance (Close-Scheinbaum and Wang, 2018; Qian et al , 2016), innovation (Ghung, 2019), opportunism (Shen et al , 2019; Xue et al , 2018) and marketing channels in an international context (Hoppner and Griffith, 2015). Further, we enrich our understanding of guanxi by investigating a potential boundary condition in the moderating role of regulatory focus on the link between interpersonal guanxi and brand attitude, thereby providing important insight into the motivational biases that intermingle with interpersonal guanxi.…”
supporting
confidence: 72%
“…The good relationship that is shared will lead to positive economic outcomes and more business opportunities (Niazi & Hassan, 2016). This is especially the case in the context of businesses in Asia where relationships take precedence over other matters (Xue et al, 2018). Businesses do not often consider alternative sources or changing partners due to the risks and uncertainty that are associated (Ford, 1980).…”
Section: Discussionmentioning
confidence: 99%
“…However, there is an influence of social factors from the exchange relation between firms that cannot be disregarded. The quality of relationships is able to predict better sales performances due to reciprocity (Huntley, 2006) and this is evident in the context of Asian countries such as China where relationships are highly valued (Xue, Lu, Shi & Zheng, 2018). TCE on the other hand suggests that governance is required to safeguard interests of parties in an exchange due to opportunism and bounded rationality.…”
Section: Introductionmentioning
confidence: 99%
“…These boundary spanners likely choose powerbased behaviors aligned with their cultural norms (Ryu, Aydin, & Noh, 2008), as culture is a pivotal source of individuals' attitudes, values, and behavior (Gulev, 2009;Hofstede et al, 2010;Sasaki & Yoshikawa, 2014;Taras, Kirkman, & Steel, 2010). For instance, in China and Japan culturally-embedded concepts such as Chinese guanxi (Xue et al, 2018) and Japanese keiretsu (Samaha, Beck, & Palmatier, 2014) are part of the essential working knowledge of practitioners managing buyer-supplier relationships in these countries. In addition to national culture differences, organizational culture influences the way GSCs are governed and how an individual views, interprets, and exercises power (Ryu et al, 2008).…”
Section: Culture and Gsc Buyer-supplier Relationshipsmentioning
confidence: 99%
“…In sum, boundary spanners of diverse national and organizational cultures interact with each other as part of firms' GSC operations, with culture influencing decisions being made and resultant buyer-supplier relationships (Samaha et al, 2014;Xue et al, 2018). This means that cultural effects on how GSC boundary spanners engage with one another must be understood, thereby giving partners the ability to make power-based behaviors choices that improve the chance of gaining healthy relationships and positive GSC performance.…”
Section: Culture and Gsc Buyer-supplier Relationshipsmentioning
confidence: 99%