Opportunities and opportunism with high-status B2B partners in emerging economies

Abstract

Purpose

This study examines the potential of foreign business-to-business (B2B) firms to select high-status local partners in emerging markets to achieve positive relationship outcomes. Because a domestic firm’s high status may also promote opportunism, the study also examines if the foreign B2B firms may mitigate such behavior through either or both transaction-specific investments (TSIs) and socialization.

Design/methodology/approach

The research is conducted via a model that suggests a positive correlation between high local partner status and the focal relationship outcomes and the moderating effects of structural TSIs and social governance systems. The model was developed and empirically tested using data collected from 96 foreign firms operating in China.

Findings

Using multiple regressions, the findings suggest that foreign B2B firms are likely to achieve more beneficial relationship outcomes with high-status local partners. Standing alone, foreign B2B firms’ TSIs mitigate the positive relationship outcomes, whereas their socialization with the high-status partners enhances the beneficial outcomes. Most importantly, combining socialization with TSIs increases beneficial outcomes.

Research limitations/implications

This study adds to B2B marketing, status theory and the application of transaction cost economics (TCE) and social exchange theory to foreign-local B2B exchange relationships in emerging markets. The findings confirm the attractiveness of high status in emerging markets by exploring how the selection, formation and chosen B2B governance processes may lead to competing outcomes of opportunism or success. Future research will benefit from simultaneously securing data from both sides of the dyad.

Practical implications

The paper suggests that foreign B2B firms consider high status as a key criterion in selecting local partners in emerging markets and the importance of managing high-status partners’ potential opportunism by effective governance mechanisms.

Originality/value

This study is one of the first to apply and explore the workings of status theory in the foreign-local B2B partner selection process and relationship outcomes in emerging markets and thereby contributes to B2B marketing, status theory and both TCE and social exchange theories in the focal foreign-local B2B context.

Citation

Gould, A.N., Liu, A.H. and Yu, Y. (2016), "Opportunities and opportunism with high-status B2B partners in emerging economies", Journal of Business & Industrial Marketing, Vol. 31 No. 5, pp. 684-694. https://doi.org/10.1108/JBIM-12-2015-0243