The role played by relational turbulence in managing agency problems among value chain partners in the sharing economy: A review of the antecedents, benefits, risks, and boundary conditions

Uncovering the dark side of the sharing economy from a provider’s perspective: a bibliometric systematic review

“…Future studies still need to further explore the dark side based on other stakeholders’ views comprehensively, such as the non-governmental organizations, philanthropic organizations or celebrities (e.g. Behl et al , 2022). Secondly, despite the fact that we have incorporated some case studies to clarify each research theme, there is a lack of empirical support and evidence that can validate the proposed integrated framework.…”

“…Many studies acknowledge the advantages and life conveniences brought about by the introduction of various types of sharing economy platforms. Low-cost transactions, flexible information exchange and increased access to unused resources are often used to describe the main features of the sharing economy in the existing literature (Behl et al , 2022; Bucher et al , 2018; Pignot, 2023). With the assistance of online platforms, firms can have instant access to market information, enable a better match between demand and supply in real time and allow easier interaction with consumers (e.g.…”

“…Establishing platforms for resource sharing requires the providers to spend enough time and patience to monitor operational risk, deal with illegal practices and agency problems, maintain service quality and communicate with consumers regularly to avoid unintended negative impacts (Behl et al , 2022; Chatterjee et al , 2023; Wang et al , 2019). However, studies show that not all providers have the ability to cope with internal management issues, and the rapid expansion of sharing economy firms can lead to significant resource loss or business failure (Apostolidis and Brown, 2022; Täuscher and Kietzmann, 2017).…”

“…In Cluster 1, research has emphasized the agency problems faced by the providers, especially in managing relationships with employees and business partners (Behl et al , 2022). Firstly, conflicts with employees can dilute the firms’ competitive advantages.…”

Staying alive: Coopetition and competitor oriented behaviour from a pre- to post COVID-19 pandemic era

“…Even so, the broader benefits of developing capabilities via social capital across network relationships has been recognised for some time ( Aarikka-Stenroos and Ritala, 2017 ; Adomako, Danso, Boso, and Narteh, 2018 ; Crick and Crick, 2021b ; Kingshott, 2006 ). Well managed relationships via social capital can reduce ‘relational turbulence’ ( Behl, Jayawardena, Pereira, Tarba, and Bamel, 2022 ), namely, when disruption in communication between partners in relationships occurs. For example, although the development of social capital is not restricted to coopetition activities or a competitor orientation, Crick and Crick (2021b) consider the notion of ‘psychological contracts’ based on trust in respect of building network relationships.…”