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.
Organizational partnerships in China : self-interest, goal interdependence, and opportunismJournal of Applied Psychology
Document TypeJournal article
PublisherAmerican Psychological Association
Publisher StatementAccess to external full text or publisher's version may require subscription.
Full-text VersionPublisher’s Version
Citation InformationWong, 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