The possibility of opportunistic behavior where partners pursue their self-interests with guile threatens relationships, disrupts work accomplishment, and frustrates future collaboration in the supply chain. This study hypothesizes that opportunism is not just the result of people’s pursuit of self-interests but depends on how they consider their self-interests are related to each other. When partners believe that their goals are competitively or independently rather than cooperatively related, they are more likely to pursue their self-interests opportunistically. Data were developed from 86 face-to-face interviews in Beijing, Nanchang, and Guangzhou, China, from representatives who described specific incidents of supply chain collaboration with their partners. Structural equation modeling results supported the model that competitive and independent goals but not cooperative ones induced opportunism that frustrated relationships, work productivity, confidence in future collaboration, and innovation in the supply chain.
Purpose Applying the theory of cooperation and competition, this paper proposes that entrepreneurial firms can obtain social capital in terms of trust and reciprocity by developing cooperative goals with other firms, rather than competitive and independent goals. Such cooperative relationships may then enhance the firm's strategic resources, including corporate reputation and market access. Design/methodology/approach Results were obtained from structural equation modeling of data from 120 entrepreneurial firms in Shanghai, China. Findings The hypotheses were supported, except that reciprocity was found to affect corporate reputation negatively. The results suggest that cooperative interdependence and trust in the network of entrepreneurial firms, not self‐sacrificing reciprocity, can foster a firm's business development. Originality/value Although there is evidence in the literature suggesting that social capital influences the performance of entrepreneurial firms both directly and indirectly, there is less evidence addressing the mechanisms by which entrepreneurial firms can acquire and maintain social capital. This study addresses this research gap.
To aid effective collaboration between departments, organizations need ways to help employees from diverse departments manage their conflicts constructively. Integrating theories of goal interdependence and social motives, this study examined a model in which open-minded discussion mediates and social motives moderate between interdepartmental goal interdependence and conflict outcomes. A sample of 133 employees from different business organizations in China were interviewed to recall a critical incident when they had a conflict with their coworker from another department. Results support the hypotheses that goal interdependence is an important foundation for open-minded discussion between departments that in turn impact the outcomes of conflict. Results suggest that pro-self motive employees very much discussed open-mindedly when goals were cooperative. Pro-social motive employees discussed issues open-mindedly even when their goals are competitive. Findings suggest that developing cooperative goals and open-minded discussion skills can help managers and employees manage their conflicts between departments and collaborate effectively. Key words: Open-minded discussion, interdepartmental goal interdependence, social motives, conflict management
Anger is part of working in a team, as is dealing with its frustrations and conflicts. The cooperative–competitive approach to conflict suggests that how open–mindedly the anger incident is discussed impacts on its dynamics and outcomes. Results from critical incident interviews of organization members in Hong Kong clarify how team members can manage their anger. Structural equation and other analyses suggest that open–minded discussion of the anger–inducing incident promotes productivity and strengthens relationships; thereby developing commitment and a belief that team members are resourceful. These constructive dynamics and outcomes were found to occur when team members had co–operative but not competitive nor independent goals. Results were interpreted as suggesting that even in a society where collectivist and conflict–negative values are influential, anger can be managed constructively through an open–minded discussion of the incident.
The present study investigated whether cooperative goals mediate the relationship between similarity in gender and self‐esteem and social support and relationship quality in ongoing peer dyads. Based on data collected from 209 student dyads, the findings largely support the mediating role of cooperative goals. However, the study found that gender similarity was positively related while self‐esteem similarity was negatively related to cooperative goals and relationship quality of peer dyad members.
The theory of cooperation and competition has the potential both to understand the conditions when organizational groups are productive and major ways to strengthen these groups. Work teams based in a high‐technology company in Beijing, China, participated in a training workshop and a 2‐month follow of feedback and development. Structural equation analyses of data taken before and after the workshop support the hypotheses. In addition, results suggest that the training and follow‐up activities developed cooperative goals and constructive controversy. Findings also indicate that relationships among groups affected the productivity of individual teams. Results were interpreted as suggesting that cooperative goals and constructive controversy contribute to potent, creative, and productive teams in China and perhaps other countries as well.
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