| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 1017644 | Journal of Business Research | 2012 | 7 Pages |
A phenomenon of great significance to buyer–supplier relationships is opportunism. While research shows the behavior of organizational leaders contributes to unethical behavior of subordinates, leaders' influence on buyer opportunism in B2B exchange has not been examined. The purpose of this study is to enhance our understanding of how leaders influence buyers to behave opportunistically. Based on multiple theories a model tests the moderating effects of leaders' opportunistic behavior on two antecedents of buyers' attitude toward opportunism. Findings indicate that leaders' opportunistic behavior has both direct and moderating effects on buyers' attitude toward acting opportunistically.
► A leader’s opportunism increases a buyer’s attitude toward opportunism. ► Subjective expected utility (SEU) increases a buyer’s attitude toward opportunism (ATOP). ► The effect of SEU on a buyer’s ATOP is stronger with increased leader opportunism. ► A buyer’s honesty decreases opportunism; the effect is stronger than that of SEU. ► The suppressing effect of a buyer’s honesty on ATOP decreases with leader opportunism.
