Organizational partnerships in China : self-interest, goal interdependence, and opportunism
Document Type
Journal article
Source Publication
Journal of Applied Psychology
Publication Date
7-1-2005
Volume
90
Issue
4
First Page
782
Last Page
791
Publisher
American Psychological Association
Abstract
Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related, they are tempted to pursue their self-interests opportunistically. Cognitive understandings and values of a shared vision may help partners believe their goals are cooperatively related. Results from 103 pairs of customer and supplier organizations support the argument that partnerships are not inevitably threatened by opportunism. Using structural equation analysis, the authors suggested that shared vision can help partners develop cooperative goals that lead to low levels of opportunism. These results suggest that a shared vision and cooperative goals are important foundations for effective organizational partnerships.
DOI
10.1037/0021-9010.90.4.782
Print ISSN
00219010
E-ISSN
19391854
Publisher Statement
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Wong, A., Tjosvold, D., & Yu, Z.-y. (2005). Organizational partnerships in China: Self-interest, goal interdependence, and opportunism. Journal of Applied Psychology, 90(4), 782-791. doi: 10.1037/0021-9010.90.4.782