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The dark side of buyer–supplier relationships: A social capital perspective⋆
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
In the citing paper
“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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BackgroundMethodResultInfluentialUm, K., & Oh, J. (2020) · International Journal of Operations & Production Management · doi:10.1108/ijopm-07-2019-0507 · Cited by 109
Reducing Behavioral Constraints to Supplier Integration: A Socio‐Technical Systems Perspective
Kull, T. J., Ellis, S. C., & Narasimhan, R. (2013) · Journal of Supply Chain Management · doi:10.1111/jscm.12002 · Cited by 109
Mitręga, M., & Choi, T. (2021) · Transportation Research Part E Logistics and Transportation Review · doi:10.1016/j.tre.2021.102249 · Cited by 102
“By doing this, the study contributes to the fast-developing literature on “dark side” of supply chain relationships (DuHadway et al. 2019; Tsai et al. 2012; Villena et al. 2011).”
BackgroundSelf-citationThe dark side of social capital: a contextual perspective
Baycan, T., & Öner, Ö. (2022) · The Annals of Regional Science · doi:10.1007/s00168-022-01112-2 · Cited by 128
Heirati, N., O’Cass, A., Schoefer, K., & Siahtiri, V. (2016) · Industrial Marketing Management · doi:10.1016/j.indmarman.2016.02.011 · Cited by 101
“In this competitive and turbulent environment, collaborating with external parties, customers and suppliers, is critical for service firms to maintain or strengthen their competitiveness by offering superior service to customers (see Carbonell et al., 2009; Villena et al., 2011).”
BackgroundSoetanto, D. P., & van GEENHUIZEN, M. (2014) · Technovation · doi:10.1016/j.technovation.2014.10.008 · Cited by 105
The effect of the supply chain social capital
Yim, B., & Leem, B. (2013) · Industrial Management & Data Systems · doi:10.1108/02635571311312640 · Cited by 99
“Villena et al. (2011) demonstrated that cognitive, relational, and structural dimensions have significant effects on FP. Moran (2005) also examined that while the structural dimension of social capital is more robust in explaining operation-oriented performance, the relational dimension is more…”
BackgroundEntrepreneurial orientation and social ties in transitional economies
Luu, N., & Ngo, L. V. (2018) · Long Range Planning · doi:10.1016/j.lrp.2018.04.001 · Cited by 103
Relationship Value: Drivers and Outcomes in International Marketing Channels
Skarmeas, D., Zeriti, A., & Baltas, G. (2015) · Journal of International Marketing · doi:10.1509/jim.15.0065 · Cited by 101
“…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).”
BackgroundKnowledge Sharing Among Tourists via Social Media: A Comparison Between Facebook and TripAdvisor
Okazaki, S., Andreu, L., & Campo, S. (2016) · International Journal of Tourism Research · doi:10.1002/jtr.2090 · Cited by 107
Customer integration and operational performance: The mediating role of information quality
Chávez, R., Yu, W., Gimenez, C., Fynes, B., & Wiengarten, F. (2015) · Decision Support Systems · doi:10.1016/j.dss.2015.10.001 · Cited by 109
“Studies have also incorporated the structural and cognitive aspects of social capital, and investigated their association with buyer and supplier performance (e.g. Krause et al. 2007, Lawson et al. 2008, Carey et al. 2011, Villena et al. 2011).”
Supply chain quality integration: relational antecedents and operational consequences
Yu, Y., & Huo, B. (2018) · Supply Chain Management An International Journal · doi:10.1108/scm-08-2017-0280 · Cited by 99
Preston, D. S., Chen, D. Q., Swink, M. L., & Meade, L. M. (2016) · Decision Sciences · doi:10.1111/deci.12220 · Cited by 100
“The construct is operationalized as the degree to which the supplier and Distributor: have a relationship characterized by formal interaction; have frequent interaction on formal basis; and have frequent high-level corporate communication (Preston & Karahanna, 2009; Chang et al., 2010; Villena et al., 2011).”
BackgroundInfluentialBuyer-supplier embeddedness and patterns of innovation
Kim, Y., Choi, T. Y., & Skilton, P. F. (2015) · International Journal of Operations & Production Management · doi:10.1108/ijopm-05-2013-0251 · Cited by 97
“Some scholars have begun to recognize the limitations of this kind of relationship, which can lead to diminishing returns on innovation efforts as buyer and supplier become more closely attuned to each other (Villena et al., 2011).”
BackgroundSelf-citation
Metadata
- Authors
- Villena, V. H., Revilla, E., & Choi, T. Y.
- Affiliations
- Arizona State University (US)
- 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
- 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
- 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 › Marketing › 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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