When manufacturers and distributors, as well as many other parties, engage in a relationship, these can be either short-term, i.e., transaction-based or long-term, i.e., relation-based, and these may affect the level of opportunism.
Opportunism in business is a behavior where candor or honesty is non-existent in transactions and one side takes advantage of the other.
In marketing channels, opportunistic behavior can be exemplified when one of the parties, or members engages in breach of contract, concealing attributes and preferences, engaging in deceitful threats and promises when interacting with other members or censoring information.
Contracts, which are governance mechanisms, become one of the most important mechanisms not only to deter opportunism by stipulating rewards and punishments but also to launch long-term commitment and provide options if exchange issues were to arise.
The type of relation, whether transaction-based or relationship-based has different effects on opportunism. A manager cannot simply define the type of relationship and from that information, know the best way to reduce opportunism. Our findings show
that trust in a relationship-based interaction can lead to more opportunism. We believe that is due to being comfortable or that small transgressions, when focusing on the relationship, will not lead to the end of the relationship. Thus, vigilance needs to be
maintained or the transgressions, while not welcomed, may be lower than the cost of monitoring for them.
A second, and equally important, finding is that the searching for new partners and the outset of the relationship are critically important. The ethical level of the partner had the most significance in our findings. This attribute of a partner is not likely to change substantially over time, unless it decreases, due to the time and energy required to make a partner more ethical. Thus, a key search parameter, in addition to audits and other verification and validation tools, needs to be of primary concern, especially in relationships that can be hard or expensive to monitor opportunism.
The knowledge about contracts is an ever evolving area of interest to companies and supply chains. The following links provide more information about external factors affecting contracts and how to better manage them strategically.
Based upon the following peer-reviewed manuscript: Miller, R. J., L. Munoz, and M. Mallin (2021). Acquaintaces or friends? Exploring the effects of contracts, trust, and ethical level on opportunism in manufacturer-distributor relationships. Journal of Business
and Industrial Marketing, 36(1), 137-149.