The dark side of buyer–supplier relationships: A social capital perspective⋆

Villena, Verónica H.; Revilla, Elena; Choi, Thomas Y.

doi:10.1016/j.jom.2010.09.001

Cited by 1,018Quality and Supply ManagementCustomer Service Quality and LoyaltyOutsourcing and Supply Chain Management

The dark side of buyer–supplier relationships: A social capital perspective⋆

Villena, Verónica H., Revilla, Elena, Choi, Thomas Y.·2011·Journal of Operations Management

DOI 10.1016/j.jom.2010.09.001

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Abstract

The literature on supply chain management (SCM) has consistently promoted the “bright side” of collaborative buyer–supplier relationships (BSRs). Based on the social capital argument, SCM scholars have investigated how a buyer can gain access to and leverage resources through its collaborative BSRs. Our study extends this research stream by considering the “dark side” of social capital in BSRs. It evaluates how social capital in its cognitive, relational, and structural forms contributes to or impedes value creation within BSRs. Both primary survey measures and secondary objective measures have been used in data analysis. The results show the presence of both the bright side, confirming the existing literature, and the dark side, extending the literature. There is an inverted curvilinear relationship between social capital and performance: Either too little or too much social capital can hurt performance. This study confirms that building social capital in a collaborative BSR positively affects buyer performance, but that if taken to an extreme it can reduce the buyer's ability to be objective and make effective decisions as well as increase the supplier's opportunistic behavior. Our study also examines how a buyer can delay the emergence of the dark side. It opens up new research avenues in the collaborative BSR context and suggests directions for future research and practice.

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“relational SC that engenders norms of obligation, commitment, and reciprocity (Nahapiet and Ghoshal 1998;Villena et al. 2011) can also promote adherence to extant belief systems.”
From The Negative Effects of Social Capital in Organizations: A Review and Extension (2017) · cites this paper as Villena et al. 2011
Two of the six negative effects, dilution of dialectical process and groupthink, have attracted some attention in the social capital literature to date.
“Two of these effects, dilution of dialectical process and groupthink, have attracted some attention in the SC literature to date (de Clercq et al. 2009;Villena et al. 2011).”
From The Negative Effects of Social Capital in Organizations: A Review and Extension (2017) · cites this paper as Villena et al. 2011

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SAFEGUARDING INVESTMENTS IN ASYMMETRIC INTERORGANIZATIONAL RELATIONSHIPS: THEORY AND EVIDENCE.
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Operations Management for Competitive Advantage
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Corporate Social Capital and Liability
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The Dark Side of Social Capital
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STRUCTURAL EMBEDDEDNESS AND SUPPLIER MANAGEMENT: A NETWORK PERSPECTIVE*
Choi, T. Y., & Kim, Y. (2008) · Journal of Supply Chain Management · doi:10.1111/j.1745-493x.2008.00069.x · Cited by 306 · see citing works
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Perspectives on the Productivity Dilemma
Adler, P. S., Benner, M. J., Brunner, D. J., MacDuffie, J. P., Osono, E., Staats, B. R., Takeuchi, H., Tushman, M. L., Winter, S. G., Adler, P. S., et al. (2009) · Journal of Operations Management · doi:10.1016/j.jom.2009.01.004 · Cited by 305 · see citing works
BUYER–SUPPLIER RELATIONSHIPS: DERIVED VALUE OVER TWO DECADES
Terpend, R., Tyler, B. B., Krause, D. R., & Handfield, R. (2008) · Journal of Supply Chain Management · doi:10.1111/j.1745-493x.2008.00053.x · Cited by 296 · see citing works
The effects of social capital and organizational innovativeness in different institutional contexts
Luk, C., Yau, O. H. M., Sin, L. Y. M., Tse, A. C. B., Chow, R. P. M., & Lee, J. S. Y. (2008) · Journal of International Business Studies · doi:10.1057/palgrave.jibs.8400373 · Cited by 282 · see citing works
Task Contingencies in the Curvilinear Relationships Between Intergroup Networks and Initiative Performance
Lechner, C. F., Frankenberger, K., & Floyd, S. W. (2010) · Academy of Management Journal · doi:10.5465/amj.2010.52814620 · Cited by 257 · see citing works
Trust and reciprocity decisions: The differing perspectives of trustors and trusted parties
Malhotra, D. K. (2004) · Organizational Behavior and Human Decision Processes · doi:10.1016/j.obhdp.2004.03.001 · Cited by 235 · see citing works
The Implications of Learning Styles for Training and Development: A Discussion of the Matching Hypothesis
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Building cooperative advantage: Managing strategic alliances to promote organizational learning
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The Dark Side of Trust
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Toward greater integration of insights from organization theory and supply chain management
Ketchen, D. J., & Hult, G. T. M. (2006) · Journal of Operations Management · doi:10.1016/j.jom.2006.05.001 · Cited by 142 · see citing works
Moderating effects of information access on project management behavior, performance and perceptions
Bendoly, E., & Swink, M. L. (2006) · Journal of Operations Management · doi:10.1016/j.jom.2006.02.009 · Cited by 135 · see citing works
Corporate Social Capital and Liability
Leenders, R., & Gabbay, S. M. (2012) · University of Groningen research database (University of Groningen / Centre for Information Technology) · Cited by 131 · see citing works
Introduction: Civicness, Equality, and Democracy—A “Dark Side” of Social Capital?
van Deth, J. W., & Zmerli, S. (2009) · American Behavioral Scientist · doi:10.1177/0002764209350827 · Cited by 119 · see citing works
Some Reservations About Social Capital
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The Decision of the Supply Chain Executive to Support or Impede Supply Chain Integration: A Multidisciplinary Behavioral Agency Perspective
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Business alliances and the strategy of the japanese firm
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The Dark Side of Information and Market Efficiency in E‐Markets*
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Supplier‐Switching Inertia and Competitive Asymmetry: A Demand‐Side Perspective*
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Lack of Trust, Surfeit of Trust: Some Causes of the Innovation Crisis in German Industry
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Sorted by citations

Resource based theory in operations management research
Hitt, M. A., Xu, K., & Carnes, C. M. (2015) · Journal of Operations Management · doi:10.1016/j.jom.2015.11.002 · Cited by 545 · see citing works
The influence of supply network structure on firm innovation
Bellamy, M. A., Ghosh, S., & Hora, M. S. (2014) · Journal of Operations Management · doi:10.1016/j.jom.2014.06.004 · Cited by 531 · see citing works
“This is a limitation that cannot be addressed by analyzing dyadic buyer-supplier relations in isolation [15].”
BackgroundInfluential
Managing open innovation projects with science-based and market-based partners
Du, J., Leten, B., & Vanhaverbeke, W. P. M. (2014) · Research Policy · doi:10.1016/j.respol.2013.12.008 · Cited by 454 · see citing works
Sustainable evaluation and verification in supply chains: aligning and leveraging accountability to stakeholders
Gualandris, J., Klassen, R. D., Vachon, S., & Kalchschmidt, M. (2015) · Journal of Operations Management · doi:10.1016/j.jom.2015.06.002 · Cited by 365 · see citing works
Developing supplier integration capabilities for sustainable competitive advantage: A dynamic capabilities approach
Vanpoucke, E., Vereecke, A., & Wetzels, M. G. M. (2014) · Journal of Operations Management · doi:10.1016/j.jom.2014.09.004 · Cited by 352 · see citing works
“Whereas Frohlich and Westbrook (2001) argue that higher levels of inter-organizational integration practices lead to better operational and firm performance, other studies suggest negative effects of supplier integration (Anderson and Jap, 2005; Villena et al., 2011).”
Background
International Journal of Physical Distribution and Logistics Management
Stock, J. R. (1990) · Marketing Intelligence & Planning · doi:10.1108/eum0000000001081 · Cited by 338 · see citing works
The influence of relational experience and contractual governance on the negotiation strategy in buyer–supplier disputes
Lumineau, F., & Henderson, J. E. (2012) · Journal of Operations Management · doi:10.1016/j.jom.2012.03.005 · Cited by 285 · see citing works
“We thus extend a few recent studies which have suggested a possible “dark side” (Anderson and Jap, 2005; Villena et al., 2011) or “embeddedness failure” (Azoulay et al., 2010) of interorganizational relationships and we offer a finer analysis of the value of relational experience.”
Influential
Circular economy in Italian SMEs: A multi-method study
Mura, M., Longo, M., & Zanni, S. (2019) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2019.118821 · Cited by 285 · see citing works
Are relational ties always good for knowledge acquisition? Buyer–supplier exchanges in China
Zhou, K. Z., Zhang, Q., Sheng, S., Xie, E., & Bao, Y. (2014) · Journal of Operations Management · doi:10.1016/j.jom.2014.01.001 · Cited by 278 · see citing works
The role of social capital on proactive and reactive resilience of organizations post-disaster
Jia, X., Chowdhury, M., Prayag, G., & Chowdhury, M. M. H. (2020) · International Journal of Disaster Risk Reduction · doi:10.1016/j.ijdrr.2020.101614 · Cited by 275 · see citing works
Supplier dependence and R&D intensity: The moderating role of network centrality and interconnectedness
Kim, D., & Zhu, P. (2018) · Journal of Operations Management · doi:10.1016/j.jom.2018.11.002 · Cited by 255 · see citing works
Antecedent configurations toward supply chain resilience: The joint impact of supply chain integration and big data analytics capability
Jiang, Y., Feng, T., & Huang, Y. (2023) · Journal of Operations Management · doi:10.1002/joom.1282 · Cited by 269 · see citing works
The effectiveness of contractual and relational governances in construction projects in China
Lu, P., Guo, S., Qian, L., He, P., & Xu, X. (2014) · International Journal of Project Management · doi:10.1016/j.ijproman.2014.03.004 · Cited by 245 · see citing works
The Dark Side of Interorganizational Relationships: An Integrative Review and Research Agenda
Oliveira, N., & Lumineau, F. (2018) · Journal of Management · doi:10.1177/0149206318804027 · Cited by 236 · see citing works
SMEs navigating COVID-19: The influence of social capital and dynamic capabilities on organizational resilience
Ozanne, L. K., Chowdhury, M., Prayag, G., & Mollenkopf, D. A. (2022) · Industrial Marketing Management · doi:10.1016/j.indmarman.2022.04.009 · Cited by 263 · see citing works
“External Social Capital – Source: Carey et al. (2011); Chowdhury et al. (2020); Villena et al. (2011) Please indicate to what extent you agree or disagree with each of the following statements about your business with respect to relationships with your key business customers.”
The impact of dependence and trust on supply chain integration
Zhang, M., & Huo, B. (2013) · International Journal of Physical Distribution & Logistics Management · doi:10.1108/ijpdlm-10-2011-0171 · Cited by 236 · see citing works
How does technological diversity in supplier network drive buyer innovation? Relational process and contingencies
Gao, G. Y., Xie, E., & Zhou, K. Z. (2014) · Journal of Operations Management · doi:10.1016/j.jom.2014.06.001 · Cited by 225 · see citing works
Power, Governance, and Value in Collaboration: Differences between Buyer and Supplier Perspectives
de Brito, R. P., & Miguel, P. L. D. S. (2017) · Journal of Supply Chain Management · doi:10.1111/jscm.12134 · Cited by 223 · see citing works
Assessing the contingent effects of collaboration on agility performance in buyer–supplier relationships
Narayanan, S., Narasimhan, R., & Schoenherr, T. (2014) · Journal of Operations Management · doi:10.1016/j.jom.2014.11.004 · Cited by 225 · see citing works
“…indicated the beneficial effects of collaboration (e.g., Holcomb and Hitt, 2007; Jap, 1999; Quinn and Hilmer, 1994), recent literature suggests that collaboration can also be detrimental to sourcing relationships (Anderson and Jap, 2005; Jap, 1999; Rossetti and Choi, 2005; Villena et al., 2011).”
Background
Intelligent transformation of the manufacturing industry for Industry 4.0: Seizing financial benefits from supply chain relationship capital through enterprise green management
Yu, Y., Zhang, Z., Cao, Y., & Kazançoğlu, Y. (2021) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2021.120999 · Cited by 233 · see citing works
Social capital, exploitative and exploratory innovations: The mediating roles of ego-network dynamics
Yan, Y., & Guan, J. (2017) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2017.09.004 · Cited by 213 · see citing works
Why supply chain collaboration fails: the socio-structural view of resistance to relational strategies
Fawcett, S. E., McCarter, M. W., Fawcett, A. M., Webb, G. S., & Magnan, G. M. (2015) · Supply Chain Management An International Journal · doi:10.1108/scm-08-2015-0331 · Cited by 205 · see citing works
“Managers thus confirmed that few companies know how to appropriately build trust—a reality that hinders open communication and proactive change (Day et al., 2013; Fawcett et al., 2012a; Villena et al., 2011).”
Background
Every cloud has a silver lining — Exploring the dark side of value co-creation in B2B service networks
Chowdhury, I. N., Gruber, T., & Zolkiewski, J. M. (2016) · Industrial Marketing Management · doi:10.1016/j.indmarman.2016.02.016 · Cited by 198 · see citing works
Mitigation, Avoidance, or Acceptance? Managing Supplier Sustainability Risk
Hajmohammad, S., & Vachon, S. (2015) · Journal of Supply Chain Management · doi:10.1111/jscm.12099 · Cited by 199 · see citing works
Social capital, information sharing and performance
Li, Y., Ye, F., & Sheu, C. (2014) · International Journal of Operations & Production Management · doi:10.1108/ijopm-03-2013-0132 · Cited by 195 · see citing works
The interplay of drivers and deterrents of opportunism in buyer–supplier relationships
Wang, Q., Li, J., Ross, W. T., & Craighead, C. W. (2012) · Journal of the Academy of Marketing Science · doi:10.1007/s11747-012-0310-9 · Cited by 192 · see citing works
“While we recognize that there are risks and potential negative consequences associated with too little or too much social capital (Villena et al. 2011), our overarching conjecture is that social capital can be an effective deterrent of opportunistic behavior.”
Background
Extensions of the Johnson-Neyman Technique to Linear Models With Curvilinear Effects: Derivations and Analytical Tools
Miller, J. W., Stromeyer, W. R., & Schwieterman, M. A. (2013) · Multivariate Behavioral Research · doi:10.1080/00273171.2013.763567 · Cited by 192 · see citing works
Social capital to facilitate ‘engineered’ university–industry collaboration for technology transfer: A dynamic perspective
Al‐Tabbaa, O., & Ankrah, S. (2015) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2015.11.027 · Cited by 196 · see citing works
External involvement and green product innovation: The moderating role of environmental uncertainty
Zhao, Y., Feng, T., & Shi, H. (2018) · Business Strategy and the Environment · doi:10.1002/bse.2060 · Cited by 191 · see citing works
Buyer Power and Supplier Relationship Commitment: A Cognitive Evaluation Theory Perspective
Chae, S., Choi, T. Y., & Hur, D. (2017) · Journal of Supply Chain Management · doi:10.1111/jscm.12138 · Cited by 191 · see citing works
Self-citation
The Negative Effects of Social Capital in Organizations: A Review and Extension
Pillai, K. G., Hodgkinson, G. P., Kalyanaram, G., & Nair, S. R. (2017) · International Journal of Management Reviews · doi:10.1111/ijmr.12085 · Cited by 185 · see citing works
“2011; Yu and Chiu 2010), and obligations and norms of reciprocity (Villena et al. 2011).”
Influential
The impact of environmental orientation on supplier green management and financial performance: The moderating role of relational capital
Yu, Y., & Huo, B. (2018) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2018.11.198 · Cited by 183 · see citing works
Postdisaster Social Capital, Adaptive Resilience and Business Performance of Tourism Organizations in Christchurch, New Zealand
Chowdhury, M., Prayag, G., Orchiston, C., & Spector, S. (2019) · Journal of Travel Research · doi:10.1177/0047287518794319 · Cited by 216 · see citing works
“Social capital was measured using 17 items (α=0.97) adapted from several studies (Carey, Lawson, and Krause 2011; Tsai and Ghoshal 1998; Villena, Revilla, and Choi 2011) to identify the extent to which firms engaged in a set of behaviors postdisaster.”
MethodInfluential
Financial benefits and risks of dependency in triadic supply chain relationships
Kim, Y. H., & Henderson, D. (2015) · Journal of Operations Management · doi:10.1016/j.jom.2015.04.001 · Cited by 182 · see citing works
“Nevertheless, high levels of embeddedness can also generate diminishing returns by impairing a party’s motivation and ability to detect or adapt to environmental or behavioral changes (Anderson and Jap, 2005; Uzzi, 1997; Villena et al., 2011).”
BackgroundResultInfluential
Network analysis of supply chain systems: A systematic review and future research
Bellamy, M. A., & Basole, R. C. (2012) · Systems Engineering · doi:10.1002/sys.21238 · Cited by 177 · see citing works
“…cognitive, relational, and structural capital to have a positive impact on firm operational and strategic performance [Cousins and Menguc, 2006; Krause, Handfield, and Tyler, 2007; Lawson, Tyler, and Cousins, 2008; Bernardes, 2010; Carey, Lawson, and Krause, 2011; Villena, Revilla, and Choi, 2011].”
Background
The Impact of Institutional Pressures on Green Supply Chain Management and Firm Performance: Top Management Roles and Social Capital
Chu, S. H., Yang, H., Lee, M., & Park, S. (2017) · Sustainability · doi:10.3390/su9050764 · Cited by 186 · see citing works
“transaction costs by encouraging cooperative behavior [16,71].”
Background
Social media, customer engagement, and sales organizations: A research agenda
Agnihotri, R. (2020) · Industrial Marketing Management · doi:10.1016/j.indmarman.2020.07.017 · Cited by 186 · see citing works
Do a country's logistical capabilities moderate the external integration performance relationship?
Wiengarten, F., Pagell, M. D., Ahmed, M. U., et al. (2013) · Journal of Operations Management · doi:10.1016/j.jom.2013.07.001 · Cited by 173 · see citing works
Absorptive Capacity in Buyer–supplier Relationships: Empirical Evidence of Its Mediating Role
Sáenz, M. J., Revilla, E., & Knoppen, D. (2013) · Journal of Supply Chain Management · doi:10.1111/jscm.12020 · Cited by 169 · see citing works
Self-citation
The effect of internal communication and employee satisfaction on supply chain integration
Jacobs, M. A., Yu, W., & Chávez, R. (2015) · International Journal of Production Economics · doi:10.1016/j.ijpe.2015.10.015 · Cited by 173 · see citing works
Socially Sustainable Supply Chain Management and Suppliers’ Social Performance: The Role of Social Capital
Alghababsheh, M., & Gallear, D. (2020) · Journal of Business Ethics · doi:10.1007/s10551-020-04525-1 · Cited by 180 · see citing works
An integrated approach for supplier portfolio selection: Lean or agile?
Abdollahi, M., Arvan, M., & Razmi, J. (2015) · Expert Systems with Applications · doi:10.1016/j.eswa.2014.08.019 · Cited by 160 · see citing works
The effects of green supply chain management on the supplier’s performance through social capital accumulation
Lee, S. (2015) · Supply Chain Management An International Journal · doi:10.1108/scm-01-2014-0009 · Cited by 160 · see citing works
“The study conducted an exploratory factor analysis (EFA) and a confirmatory factor analysis (CFA) to evaluate construct validity (Villena et al., 2011).”
BackgroundMethodInfluential
Managing inter-organizational networks for value creation in the front-end of projects
Matinheikki, J., Artto, K. A., Peltokorpi, A., & Rajala, R. (2016) · International Journal of Project Management · doi:10.1016/j.ijproman.2016.06.003 · Cited by 160 · see citing works
“…as by facilitating innovation in intrafirm networks (Tsai & Ghoshal, 1998), by increasing managerial performance (Moran, 2005), or firm’s performance in providing customer-specific solution (Frankenberger et al., 2013) and by efficiently managing buyer-supplier relationships (Villena et al, 2011).”
Background
Administrative environmental innovations, supply network structure, and environmental disclosure
Bellamy, M. A., Dhanorkar, S., & Subramanian, R. (2020) · Journal of Operations Management · doi:10.1002/joom.1114 · Cited by 161 · see citing works
Is more supply chain integration always beneficial to financial performance?
Zhao, G., Feng, T., & Wang, D. (2015) · Industrial Marketing Management · doi:10.1016/j.indmarman.2015.02.015 · Cited by 163 · see citing works
The impact of green supplier integration on firm performance: The mediating role of social capital accumulation
Zhang, Q., Pan, J., Jiang, Y., & Feng, T. (2019) · Journal of Purchasing and Supply Management · doi:10.1016/j.pursup.2019.100579 · Cited by 156 · see citing works
Examining supply chain collaboration with determinants and performance impact: Social capital, justice, and technology use perspectives
Wu, I., & Chiu, M.-L. (2017) · International Journal of Information Management · doi:10.1016/j.ijinfomgt.2017.11.004 · Cited by 165 · see citing works
On the Same Page? How Asymmetric Buyer–Supplier Relationships Affect Opportunism and Performance
Villena, V. H., & Craighead, C. W. (2016) · Production and Operations Management · doi:10.1111/poms.12648 · Cited by 155 · see citing works
“This is an interesting dichotomy relative to relational capital and its effects on perceived opportunism, contributing to our understanding that more relational capital is not always desirable (Villena et al. 2011).”
BackgroundSelf-citation
Do entrepreneurs always benefit from business failure experience?
Boso, N., Adeleye, I., Donbesuur, F., & Gyensare, M. A. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.01.063 · Cited by 162 · see citing works
“We followed precedence (e.g., Villena, Revilla, and Choi, 2011) to adopt a longitudinal research design using data from entrepreneurs in Nigeria, the largest emerging economy in sub-Saharan Africa.”
Method
Buyer–Supplier Collaboration Quality in New Product Development Projects
Yan, T., & Dooley, K. J. (2013) · Journal of Supply Chain Management · doi:10.1111/jscm.12032 · Cited by 145 · see citing works
Trust and relational embeddedness: Exploring a paradox of trust pattern development in key supplier relationships
Day, M., Fawcett, S. E., Fawcett, A. M., & Magnan, G. M. (2013) · Industrial Marketing Management · doi:10.1016/j.indmarman.2012.12.004 · Cited by 143 · see citing works
What Is a Relationship Worth? Repeated Exchange and the Development and Deployment of Relational Capital
Elfenbein, D. W., & Zenger, T. R. (2013) · Organization Science · doi:10.1287/orsc.2013.0824 · Cited by 144 · see citing works
“…information or failing to negotiate aggressively with other potential suppliers (Eccles 1981, Gargiulo and Benassi 1999, Anderson and Jap 2005, Villena et al. 2011), in our setting, considerable efforts have been taken to reduce the scope for this type of agency problem to affect supplier…”
Revisiting Interorganizational Trust: Is More Always Better or Could More Be Worse?
Villena, V. H., Choi, T. Y., & Revilla, E. (2016) · Journal of Management · doi:10.1177/0149206316680031 · Cited by 146 · see citing works
Self-citation
What is dark about the dark-side of business relationships?
Abosag, I., Yen, D. A.-W., & Barnes, B. R. (2016) · Industrial Marketing Management · doi:10.1016/j.indmarman.2016.02.008 · Cited by 143 · see citing works
Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective
Horn, P., Scheffler, P., & Schiele, H. (2014) · International Journal of Production Economics · doi:10.1016/j.ijpe.2014.03.020 · Cited by 143 · see citing works
“In this context, “shared culture refers to the degree to which norms of behavior govern relationships, whereas congruent goals represent the degree to which parties share a common understanding and approach to the achievement of common tasks and outcomes” (Villena et al., 2011, p. 562).”
BackgroundMethodInfluential
The impact of digitalization and inter-organizational technological activities on supplier opportunism: the moderating role of relational ties
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“…of their working partnerships (The Economist 2013) and research findings indicate that establishing, developing, and maintaining close interfirm relationships does not always yield positive performance results (e.g., Anderson and Jap 2005; Grayson andAmbler 1999; Villena, Revilla, and Choi 2011).”
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Buyer-supplier embeddedness and patterns of innovation
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Authors: Villena, V. H., Revilla, E., & Choi, T. Y.
Affiliations: Arizona State University (US)
ORCID: Revilla, Elena
Choi, Thomas Y.
Venue: Journal of Operations Management
Publisher: Wiley
Published: 2010-10-06
Volume: 29
Issue: 6
Pages: 561-576
ISSN: 0272-6963 (ISSN-L)
1873-1317
DOI: 10.1016/j.jom.2010.09.001
OpenAlex: W2056464740
Semantic Scholar: 97cdfc912530ebf8e3e972f0ddfd5be607155fd3
Cited by: 1,018
References: 156
Citations by year: 2026: 61 · 2025: 67 · 2024: 71 · 2023: 88 · 2022: 85 · 2021: 91 · 2020: 100 · 2019: 88 · 2018: 73 · 2017: 74 · 2016: 62 · 2015: 53 · 2014: 53 · 2013: 34 · 2012: 12
FWCI: 32.22
Type: journal article
Language: en
Open access: closed
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations: Journal of Operations Management (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Management Information Systems › Quality and Supply Management
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Customer Service Quality and Loyalty
Social Sciences › Business, Management and Accounting › Management Information Systems › Outsourcing and Supply Chain Management
Keywords: buyer-supplier relationships, social capital, supply chain collaboration, value creation, buyer performance, opportunism, supplier-buyer relationships, cognitive social capital, relational social capital, structural social capital

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The dark side of buyer–supplier relationships: A social capital perspective⋆

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