The DOI matches its Crossref record; 148 of the 156 references it cites were found in a registry or an index, and 2 are not checked yet.
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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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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