Loading…

The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection

Firms face two strategic decisions when engaging in a new purchase transaction: the decision whether to draft a detailed contract and the decision whether to select a partner with which they share a close tie. The authors study how organizational culture affects these decisions and the effectiveness...

Full description

Saved in:
Bibliographic Details
Published in:Journal of marketing 2005-10, Vol.69 (4), p.103-117
Main Authors: Wuyts, Stefan, Geyskens, Inge
Format: Article
Language:English
Subjects:
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
cited_by cdi_FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43
cites cdi_FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43
container_end_page 117
container_issue 4
container_start_page 103
container_title Journal of marketing
container_volume 69
creator Wuyts, Stefan
Geyskens, Inge
description Firms face two strategic decisions when engaging in a new purchase transaction: the decision whether to draft a detailed contract and the decision whether to select a partner with which they share a close tie. The authors study how organizational culture affects these decisions and the effectiveness of these decisions in curtailing the partner's opportunistic behavior. The results suggest that organizational culture exerts an important but different influence on both decisions. Selecting a close partner shows a marked ability to hedge against partner opportunism, but beyond a certain point, it encourages the opportunism it is designed to discourage. Contracting becomes effective only when a nonclose partner is selected and when the focal relationship is embedded in a network of close mutual contacts.
doi_str_mv 10.1509/jmkg.2005.69.4.103
format article
fullrecord <record><control><sourceid>jstor_proqu</sourceid><recordid>TN_cdi_proquest_journals_227755863</recordid><sourceformat>XML</sourceformat><sourcesystem>PC</sourcesystem><jstor_id>30166554</jstor_id><sourcerecordid>30166554</sourcerecordid><originalsourceid>FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43</originalsourceid><addsrcrecordid>eNo9kE9Lw0AQxRdRsFa_gCAs3hP3fxJv2loVCoqt52WTTNrUNBt3N4d-exMrzmXgzfvNDA-ha0piKkl2t9t_bWJGiIxVFouYEn6CJlSKJEpoKk_RhBDGIiZYdo4uvN-RoViaTBCst4AX1u1NqG2LbYUf-wO4aNV3XVODwx_Q_I78tu78PZ5DMHUDJZ7ZNjhTBDx3pgp1u8GmHdTGesDvxoV2YFfQQDHCl-isMo2Hq78-RZ-Lp_XsJVq-Pb_OHpZRIagKkeTKcKCZpCxXKTBSpkIyKnheJSKFktO8lKVUpDLACVXCGKCpScsiB8aN4FN0e9zbOfvdgw96Z3vXDic1Y0kiZar4YGJHU-Gs9w4q3bl6b9xBU6LHNPWYph7T1CrTYpBH6OYI7Xyw7p8Yv1BSCv4DW71zIw</addsrcrecordid><sourcetype>Aggregation Database</sourcetype><iscdi>true</iscdi><recordtype>article</recordtype><pqid>227755863</pqid></control><display><type>article</type><title>The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection</title><source>Business Source Ultimate</source><source>JSTOR-E-Journals</source><source>Sage Journals Online</source><creator>Wuyts, Stefan ; Geyskens, Inge</creator><creatorcontrib>Wuyts, Stefan ; Geyskens, Inge</creatorcontrib><description>Firms face two strategic decisions when engaging in a new purchase transaction: the decision whether to draft a detailed contract and the decision whether to select a partner with which they share a close tie. The authors study how organizational culture affects these decisions and the effectiveness of these decisions in curtailing the partner's opportunistic behavior. The results suggest that organizational culture exerts an important but different influence on both decisions. Selecting a close partner shows a marked ability to hedge against partner opportunism, but beyond a certain point, it encourages the opportunism it is designed to discourage. Contracting becomes effective only when a nonclose partner is selected and when the focal relationship is embedded in a network of close mutual contacts.</description><identifier>ISSN: 0022-2429</identifier><identifier>EISSN: 1547-7185</identifier><identifier>DOI: 10.1509/jmkg.2005.69.4.103</identifier><identifier>CODEN: JMKTAK</identifier><language>eng</language><publisher>Chicago: American Marketing Association</publisher><subject>Business structures ; Collectivism ; Contracts ; Corporate culture ; Corporate governance ; Group norms ; Industrial equipment ; Marketing ; Opportunistic behavior ; Organizational culture ; Purchasing contracts ; Strategic management ; Studies ; Supply chain management ; Transaction costs ; Vendor supplier relations</subject><ispartof>Journal of marketing, 2005-10, Vol.69 (4), p.103-117</ispartof><rights>Copyright 2005 American Marketing Association</rights><rights>Copyright American Marketing Association Oct 2005</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43</citedby><cites>FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/30166554$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/30166554$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,780,784,27924,27925,58238,58471</link.rule.ids></links><search><creatorcontrib>Wuyts, Stefan</creatorcontrib><creatorcontrib>Geyskens, Inge</creatorcontrib><title>The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection</title><title>Journal of marketing</title><description>Firms face two strategic decisions when engaging in a new purchase transaction: the decision whether to draft a detailed contract and the decision whether to select a partner with which they share a close tie. The authors study how organizational culture affects these decisions and the effectiveness of these decisions in curtailing the partner's opportunistic behavior. The results suggest that organizational culture exerts an important but different influence on both decisions. Selecting a close partner shows a marked ability to hedge against partner opportunism, but beyond a certain point, it encourages the opportunism it is designed to discourage. Contracting becomes effective only when a nonclose partner is selected and when the focal relationship is embedded in a network of close mutual contacts.</description><subject>Business structures</subject><subject>Collectivism</subject><subject>Contracts</subject><subject>Corporate culture</subject><subject>Corporate governance</subject><subject>Group norms</subject><subject>Industrial equipment</subject><subject>Marketing</subject><subject>Opportunistic behavior</subject><subject>Organizational culture</subject><subject>Purchasing contracts</subject><subject>Strategic management</subject><subject>Studies</subject><subject>Supply chain management</subject><subject>Transaction costs</subject><subject>Vendor supplier relations</subject><issn>0022-2429</issn><issn>1547-7185</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2005</creationdate><recordtype>article</recordtype><recordid>eNo9kE9Lw0AQxRdRsFa_gCAs3hP3fxJv2loVCoqt52WTTNrUNBt3N4d-exMrzmXgzfvNDA-ha0piKkl2t9t_bWJGiIxVFouYEn6CJlSKJEpoKk_RhBDGIiZYdo4uvN-RoViaTBCst4AX1u1NqG2LbYUf-wO4aNV3XVODwx_Q_I78tu78PZ5DMHUDJZ7ZNjhTBDx3pgp1u8GmHdTGesDvxoV2YFfQQDHCl-isMo2Hq78-RZ-Lp_XsJVq-Pb_OHpZRIagKkeTKcKCZpCxXKTBSpkIyKnheJSKFktO8lKVUpDLACVXCGKCpScsiB8aN4FN0e9zbOfvdgw96Z3vXDic1Y0kiZar4YGJHU-Gs9w4q3bl6b9xBU6LHNPWYph7T1CrTYpBH6OYI7Xyw7p8Yv1BSCv4DW71zIw</recordid><startdate>20051001</startdate><enddate>20051001</enddate><creator>Wuyts, Stefan</creator><creator>Geyskens, Inge</creator><general>American Marketing Association</general><general>SAGE PUBLICATIONS, INC</general><scope>AAYXX</scope><scope>CITATION</scope></search><sort><creationdate>20051001</creationdate><title>The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection</title><author>Wuyts, Stefan ; Geyskens, Inge</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2005</creationdate><topic>Business structures</topic><topic>Collectivism</topic><topic>Contracts</topic><topic>Corporate culture</topic><topic>Corporate governance</topic><topic>Group norms</topic><topic>Industrial equipment</topic><topic>Marketing</topic><topic>Opportunistic behavior</topic><topic>Organizational culture</topic><topic>Purchasing contracts</topic><topic>Strategic management</topic><topic>Studies</topic><topic>Supply chain management</topic><topic>Transaction costs</topic><topic>Vendor supplier relations</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Wuyts, Stefan</creatorcontrib><creatorcontrib>Geyskens, Inge</creatorcontrib><collection>CrossRef</collection><jtitle>Journal of marketing</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Wuyts, Stefan</au><au>Geyskens, Inge</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection</atitle><jtitle>Journal of marketing</jtitle><date>2005-10-01</date><risdate>2005</risdate><volume>69</volume><issue>4</issue><spage>103</spage><epage>117</epage><pages>103-117</pages><issn>0022-2429</issn><eissn>1547-7185</eissn><coden>JMKTAK</coden><abstract>Firms face two strategic decisions when engaging in a new purchase transaction: the decision whether to draft a detailed contract and the decision whether to select a partner with which they share a close tie. The authors study how organizational culture affects these decisions and the effectiveness of these decisions in curtailing the partner's opportunistic behavior. The results suggest that organizational culture exerts an important but different influence on both decisions. Selecting a close partner shows a marked ability to hedge against partner opportunism, but beyond a certain point, it encourages the opportunism it is designed to discourage. Contracting becomes effective only when a nonclose partner is selected and when the focal relationship is embedded in a network of close mutual contacts.</abstract><cop>Chicago</cop><pub>American Marketing Association</pub><doi>10.1509/jmkg.2005.69.4.103</doi><tpages>15</tpages></addata></record>
fulltext fulltext
identifier ISSN: 0022-2429
ispartof Journal of marketing, 2005-10, Vol.69 (4), p.103-117
issn 0022-2429
1547-7185
language eng
recordid cdi_proquest_journals_227755863
source Business Source Ultimate; JSTOR-E-Journals; Sage Journals Online
subjects Business structures
Collectivism
Contracts
Corporate culture
Corporate governance
Group norms
Industrial equipment
Marketing
Opportunistic behavior
Organizational culture
Purchasing contracts
Strategic management
Studies
Supply chain management
Transaction costs
Vendor supplier relations
title The Formation of Buyer-Supplier Relationships: Detailed Contract Drafting and Close Partner Selection
url http://sfxeu10.hosted.exlibrisgroup.com/loughborough?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2024-12-28T09%3A46%3A45IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Article-jstor_proqu&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=article&rft.atitle=The%20Formation%20of%20Buyer-Supplier%20Relationships:%20Detailed%20Contract%20Drafting%20and%20Close%20Partner%20Selection&rft.jtitle=Journal%20of%20marketing&rft.au=Wuyts,%20Stefan&rft.date=2005-10-01&rft.volume=69&rft.issue=4&rft.spage=103&rft.epage=117&rft.pages=103-117&rft.issn=0022-2429&rft.eissn=1547-7185&rft.coden=JMKTAK&rft_id=info:doi/10.1509/jmkg.2005.69.4.103&rft_dat=%3Cjstor_proqu%3E30166554%3C/jstor_proqu%3E%3Cgrp_id%3Ecdi_FETCH-LOGICAL-c416t-536a3e19512b68e20d8452143bf748ed31bd5d560fae30164aae18a8dcbe23a43%3C/grp_id%3E%3Coa%3E%3C/oa%3E%3Curl%3E%3C/url%3E&rft_id=info:oai/&rft_pqid=227755863&rft_id=info:pmid/&rft_jstor_id=30166554&rfr_iscdi=true