Anxiety of dependency in international joint ventures? An empirical study of drivers and consequences of relationship insecurity

Robson, Matthew J.; Spyropoulou, Stavroula; Al-Khalifa, Ali Bin Khalifa

doi:10.1016/j.indmarman.2005.06.011

Cited by 21 publications

(29 citation statements)

References 83 publications

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“…Furthermore, it can reduce loyalty and cause deception, due to the ill-fulfillment of expectations arising from the relationship (Elangovan & Shapiro, 1998). In international business relationships such uncertainty has been reported to impair relationship quality and harmony (Leonidou, Barnes, & Talias, 2006;Leonidou, Katsikeas, & Hadjimarcou, 2002), leaving partners with little reason to attain joint goals (Robson, Spyropoulou, & Al-Khalifa, 2006). Hence, we may hypothesize that:…”

Section: Direct Effects Hypothesesmentioning

confidence: 99%

Betrayal in international buyer-seller relationships: Its drivers and performance implications

Leonidou

Aykol

Fotiadis

et al. 2017

Journal of World Business

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Although betrayal is a common phenomenon in inter-organizational cross-border relationships, the pertinent literature has remained relatively silent as regards its examination. However, the effects of betrayal are both long-lasting and destructive, and therefore an in-depth investigation of the factors that are driving it, as well as its performance outcomes, is considered necessary. Using a sample of 262 exporters, we confirm that betrayal in their relationships with foreign buyers is significantly and positively affected by relational uncertainty, opportunism, inter-partner incompatibility, relational distance, and conflict. The harmful effect of most of these factors on betrayal becomes stronger in the case of high foreign environmental uncertainty and high foreign market dynamism. The importer’s betrayal actions are in turn responsible for reducing relational performance. In fact, this negative association between importer’s betrayal and relational performance is more evident in relationships characterized by low dependence levels and low degrees of tolerance by the exporter

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Section: Direct Effects Hypothesesmentioning

confidence: 99%

Betrayal in international buyer-seller relationships: Its drivers and performance implications

Leonidou

Aykol

Fotiadis

et al. 2017

Journal of World Business

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“…As to business alliances, theorists posit that many factors associated with successful relational exchanges are also important building blocks for alliance success, including trust, relationship commitment, communication, and cooperation Robson, Spyropoulou, & Al-Khalifa, 2006). Trust and relationship commitment "are the sine qua non of alliances for without trust and commitment, there can be no alliance" (Spekman et al, 2000, p. 43).…”

Section: The Relational Factors Approachmentioning

confidence: 99%

Explaining alliance success: Competences, resources, relational factors, and resource-advantage theory

Wittmann

Hunt

Arnett

2009

Industrial Marketing Management

167

125

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“…In one test of these ideas in joint ventures, it was found that increased dependence had a negative effect on both organisations' feelings of security (Robson et al, 2006). Ryu et al (2007) find that buyers regarding themselves as the dependent party in relationships tend to rely more on supplier monitoring and control mechanisms.…”

Section: Supplier Dependence Aversionmentioning

confidence: 99%

Trading interactions: supplier empathy, consensus and bias

Brandon‐Jones

Ramsay²,

Wagner³

2010

Int Jrnl of Op & Prod Mnagemnt

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Alistair Brandon-Jones is a lecturer in operations and supply management at Bath University and a visiting lecturer at Warwick Medical School. Previously, he was a teaching fellow at Warwick University and a visiting lecturer at the University of San Diego. Alistair's main research considers how procurement functions can change the way they operate to meet the needs of their internal customers. Finally, the extent to which social acceptability bias may mask attitudes in areas where consensus exists is considered.Design / Methodology / Approach -An empirical study utilising survey data from members of the Chartered Institute of Purchasing and Supply in the UK was completed. A total, 421 useable responses were received and analysed to evaluate hypotheses. The design also included efforts to identify the presence and minimise the effects of social acceptability bias. Findings -The analysis indicates that the partial consensus surrounding the relational exchange approachis not shared by all practitioners. In addition, it was found that the level of supplier empathy exhibited by respondents is significantly influenced by supplier-dependence aversion, innovation focus, extent of codesign activity, existence of explicit partnership / cooperation objectives, and support for long-term trading relationships. The findings also indicate that buyers, regardless of business size, who display high levels of supplier empathy also report a reduced incidence of supplier problems. Finally, the presence of social acceptability bias was detected, thus suggesting that where present, respondents' negative attitudes towards the cooperative buyer-supplier relationships may actually have been under-reported.Research limitations / implications -The study highlights the need for academics to be aware of the possible distorting effects of subject consensus, and research designs should seek to minimise the effects of social acceptability bias. The analysis also suggests that organisations wishing to embrace a cooperative trading culture may benefit from training to increase levels of supplier empathy.Originality / value -The paper presents evidence that despite a significant but partial co-operation consensus in the academic literature, many large company practitioners appear unconvinced of the benefits of cooperation. Most analyses of buyer attitudes and behaviours are conducted by Marketing researchers seeking to assist organisations-as-suppliers. This research is intended to help companies improve their performance as buyers. The paper also includes a rare attempt to identify and deal with the effects of social acceptability bias in the Operations and Supply Management field.

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Anxiety of dependency in international joint ventures? An empirical study of drivers and consequences of relationship insecurity

Cited by 21 publications

References 83 publications

Betrayal in international buyer-seller relationships: Its drivers and performance implications

Betrayal in international buyer-seller relationships: Its drivers and performance implications

Explaining alliance success: Competences, resources, relational factors, and resource-advantage theory

Trading interactions: supplier empathy, consensus and bias

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