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

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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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“[126] identify that social capital in a collaborative buyer-supplier relationship positively affects buyer performance, but excessive social capital may reduce the buyer’s ability to be objective and make effective decisions as well as increase the supplier’s opportunistic behavior.”
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“…studies have found that opportunistic behavior can increase agency costs and produce a series of negative effects on transactions, such as the termination of cooperative relationships, and reducing owner satisfaction and trust (Jap and Anderson, 2003; Villena et al., 2011; Wang and Yang, 2013).”
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“Our study lends support to previous studies on the dark side of social capital (Villena et al., 2011) and extends this stream by identifying the two distinct cross-level effects, i.e. convergent and divergent effects in different types of BSRs (see Figure 2).”
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“First, the literature highlights moves away from linear assumptions of supply chains towards fluid and complex networks (Villena et al., 2011) that comprise non-direct and fringe actors.”
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“For AL (the structural dimension of SosCap) items were inspired by Walumbwa et al. (2008). For SOC (the relational dimension of SosCap), items were inspired by Rogg, Schmidt, Shull, and Schmitt (2001). For IB, items were inspired by Scott and Bruce (1994).”
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“To avoid the “dark side” of collaboration, characterized by excessive trust between two parties, managers should take care to control the progress of social relationships (Villena et al ., 2011).”
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“In this scenario, it is likely that entrepreneurs try to include during product development as many suggestions by the active crowd as possible, at the expense of product quality (Villena et al., 2011).”
Background
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“This may further undermine efficiency by facilitating greater client tolerance for sub-optimal performance and lower levels of innovation from existing suppliers (also Villena et al. 2011).”
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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 › 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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The dark side of buyer–supplier relationships: A social capital perspective⋆

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