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Trust-commitment theory has been fundamental in understanding interorganizational relationships in sustainable supply chain management. Trust-commitment dynamics can provide insights into sustainable sourcing outcomes. Despite recent extensions to trust-commitment theory, trust and commitment correlation and the mediation role of trust between antecedents (i.e. opportunism) and commitment remains fundamental. We revisit trust-commitment theoretical relationships within the context of blockchain technology—and specifically blockchain smart contracts.

We conducted the scenario-based experiment with 100 business professionals from operations, supply chain and related fields to test the proposed hypotheses on how different governance mechanisms impact various managerial perceptions in a buyer–seller setting.

Findings reveal that compared with the formal written contract, blockchain smart contract enhances affect-based trust—as the only significant trust dimension, secures buyer commitment and interestingly, encourages opportunistic behavior. The impact of blockchain smart contract on cognition-based and institution-based trust is not significant. The findings advance trust-commitment theory with valuable managerial insights within the blockchain and sustainable sourcing context.

This study serves as a foundation for future studies to further clarify blockchain technology on sustainable buyer–seller relationships using fundamental relationships of trust-commitment and other social exchange theories.

While size asymmetry in buyer–supplier relationships has been studied in non-disruption contexts, this research explores how supplier size influences positive and negative supply chain disruptions. Anchoring on the commitment-trust theory (CTT), we explore buyer commitment as a mediating variable and examine how buying firms' mediated power usage depends on different supplier sizes and types of supplier-induced disruptions.

Through two scenario-based behavioral experiments, we discover different patterns in buyers' use of mediated power, contingent on the types of supplier-induced disruptions.

In negative disruptions, buyers prefer more mediated power with large suppliers to control uncertainties, using reward or coercive power strategies. In positive disruptions, we find opposite results, indicating different buyers' perceptions and actions are contingent on both the supplier size and the types of disruptions. These findings underscore the complex interplay between supplier size, buyer commitment and mediated power strategies, revealing that disruption type significantly shapes buyer responses.

This paper extends the CTT framework by considering new antecedents and outcomes. We also provide a more comprehensive understanding of buyer behavior when facing positive and negative supplier-induced disruptions. Our study has limitations. Through vignette-based behavioral experiments, there is a risk that scenarios may not accurately represent real-life situations and that decision-making dynamics could be oversimplified. Future research should incorporate nuanced measurements and conduct additional qualitative research for a comprehensive understanding.

This study enriches the understanding of the buyer-supplier relationship by expanding the CTT framework for a more comprehensive picture. We also offer nuanced insights into size dynamics and disruption types, emphasizing tailored strategies in supply chain management. The findings underscore the importance of understanding these nuances to employ tailored strategy in a business-to-business (B2B) context, as mediated power is contingent on multiple factors.