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Avoiding High Opportunism Is Easy, Achieving Low Opportunism Is Not: A QCA Study on Curbing Opportunism in Buyer–Supplier Relationships
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Avoiding High Opportunism Is Easy, Achieving Low Opportunism Is Not: A QCA Study on Curbing Opportunism in Buyer–Supplier Relationships (2018)Avoiding High Opportunism Is Easy, Achiev…Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Sources of Method Bias in Soc…Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Building Better Causal Theori…Redesigning Social Inquiry (2008)Redesigning Social InquiryA set-theoretic approach to organizational configurations (2007)A set-theoretic approach to o…Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Common method biases in behav…Do formal contracts and relational governance function as substitutes or complements? (2002)Do formal contracts and relat…Index Construction with Formative Indicators: An Alternative to Scale Development (2001)Index Construction with Forma…The Psychology of Survey Response (2000)The Psychology of Survey Resp…The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)The Relational View: Cooperat…Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness (1997)Social Structure and Competit…STRATEGIC ALLIANCE STRUCTURING: A GAME THEORETIC AND TRANSACTION COST EXAMINATION OF INTERFIRM COOPERATION. (1993)STRATEGIC ALLIANCE STRUCTURIN…The Comparative Method: Moving Beyond Qualitative and Quantitative Strategies. (1990)The Comparative Method: Movin…The Economic Institutions of Capitalism (1986)The Economic Institutions of …Markets, Bureaucracies, and Clans (1980)Markets, Bureaucracies, and C…The Future of the Multinational Enterprise (1976)The Future of the Multination…Markets and Hierarchies (1975)Markets and HierarchiesTheorizing the governance of direct and indirect transactions in multi‐tier supply chains (2024)Theorizing the governance of …Exploring the Factors That Influence Active BIM Use by Employees Using a Configuration Perspective: An Empirical Study in China (2024)Exploring the Factors That In…Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance (2024)Complements or substitutes? R…Beyond complementarity and substitutability? Understanding relational governance and formal contracts in university-industry collaborations for innovation (2024)Beyond complementarity and su…When does control curb opportunistic behaviour: evidence from the construction industry (2023)When does control curb opport…What Drives Interlocal Cooperation in Economic Development? A Qualitative Comparative Analysis of Interlocal Industrial Parks in China’s Yangtze River Delta (2023)What Drives Interlocal Cooper…Revisiting the effects of social networks on enterprise collaboration technology use: A fuzzy-set qualitative comparative analysis approach (2023)Revisiting the effects of soc…Opportunism in supply chains: Dynamically building governance mechanisms to address sustainability-related challenges (2023)Opportunism in supply chains:…Configuring International Growth of Emerging Market Multinational Enterprises: A Compositional Springboarding View in the Context of India (2023)Configuring International Gro…Understanding opportunism in buyer–supplier–supplier triadic relationships: the role of power asymmetry (2022)Understanding opportunism in …Organizational Social Relations and Social Embedding: A Pluralistic Review (2022)Organizational Social Relatio…Revisiting the cooperation–competition paradox: A configurational approach to short- and long-term coopetition performance in business networks (2021)Revisiting the cooperation–co…Decoding digital transformational outsourcing: The role of service providers’ capabilities (2021)Decoding digital transformati…Bilateral dependency and supplier performance ambiguity in supply chain contracting: Evidence from the railroad industry (2020)Bilateral dependency and supp…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)The Evolution of Cooperation (1981)Economic Action and Social Structure: The Problem of Embeddedness (1985)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)The Search-Transfer Problem: The Role of Weak Ties in Sharing Knowledge across Organization Subunits (1999)A Paradigm for Developing Better Measures of Marketing Constructs (1979)Structural Equations with Latent Variables (1989)Structural Equations with Latent Variables. (1991)Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 (2005)Using PLS Path Modeling for Assessing Hierarchical Construct Models: Guidelines and Empirical Illustration1 (2009)Specification, evaluation, and interpretation of structural equation models (2011)The Nature of the Firm (1937)Markets and Hierarchies: Analysis and Antitrust Implications. 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(1979)Exploration and Exploitation in Organizational Learning (1991)Set-Theoretic Methods for the Social Sciences: A Guide to Qualitative Comparative Analysis (2012)Studying configurations with qualitative comparative analysis: Best practices in strategy and organization research (2018)Fuzzy-set Qualitative Comparative Analysis (fsQCA): Guidelines for research practice in Information Systems and marketing (2021)Constitutions and Commitment: The Evolution of Institutions Governing Public Choice in Seventeenth-Century England (1989)The New Politics of the Welfare State (2001)Social Capital: Prospects for a New Concept (2002)Common Method Variance in IS Research: A Comparison of Alternative Approaches and a Reanalysis of Past Research (2006)Sensitive questions in surveys. (2007)Identifying careless responses in survey data. 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References

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  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
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  • 2001Index Construction with Formative Indicators: An Alternative to Scale Development4,805 cited
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  • 2002Do formal contracts and relational governance function as substitutes or complements?3,663 cited
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  • 1993STRATEGIC ALLIANCE STRUCTURING: A GAME THEORETIC AND TRANSACTION COST EXAMINATION OF INTERFIRM COOPERATION.

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2,695 cited
  • 2007A set-theoretic approach to organizational configurations2,225 cited
  • Cited by

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    • 2021Decoding digital transformational outsourcing: The role of service providers’ capabilities53 cited
    • 2020Bilateral dependency and supplier performance ambiguity in supply chain contracting: Evidence from the railroad industry51 cited
    • 2023Configuring International Growth of Emerging Market Multinational Enterprises: A Compositional Springboarding View in the Context of India44 cited
    • 2024Complements or substitutes? Recipes of contract design, contract enforcement, and trust for enhanced project performance35 cited
    • 2023Opportunism in supply chains: Dynamically building governance mechanisms to address sustainability-related challenges34 cited
    • 2024Theorizing the governance of direct and indirect transactions in multi‐tier supply chains22 cited
    • 2022Understanding opportunism in buyer–supplier–supplier triadic relationships: the role of power asymmetry21 cited
    • 2023When does control curb opportunistic behaviour: evidence from the construction industry21 cited
    • 2022Organizational Social Relations and Social Embedding: A Pluralistic Review21 cited
    • 2023What Drives Interlocal Cooperation in Economic Development? A Qualitative Comparative Analysis of Interlocal Industrial Parks in China’s Yangtze River Delta18 cited
    • 2024Exploring the Factors That Influence Active BIM Use by Employees Using a Configuration Perspective: An Empirical Study in China12 cited
    • 2023Revisiting the effects of social networks on enterprise collaboration technology use: A fuzzy-set qualitative comparative analysis approach11 cited
    • 2024Beyond complementarity and substitutability? Understanding relational governance and formal contracts in university-industry collaborations for innovation9 cited