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Journal articles on the topic 'Opportunism'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 May 2024

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1

Pittz, Thomas G., Philip G. Benson, Melissa Intindola, and Manos Kalargiros. "Opportunity or Opportunism?" Business and Professional Ethics Journal 36, no. 2 (2017): 157–76. http://dx.doi.org/10.5840/bpej201742655.

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2

Hoffman, Sharon. "Consultation—Opportunity or opportunism?" Journal of Professional Nursing 14, no. 2 (March 1998): 67. http://dx.doi.org/10.1016/s8755-7223(98)80031-8.

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3

Mallison, Mary B. "Editorial: AIDS: Opportunism and Opportunity." American Journal of Nursing 86, no. 2 (February 1986): 115. http://dx.doi.org/10.2307/3424992.

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4

Pearson, Ruth, and Vivienne Lewis. "NGOs and Cuba: Opportunity or opportunism?" Development in Practice 5, no. 1 (February 1995): 16–25. http://dx.doi.org/10.1080/0961452951000156954.

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5

Dippel, Anne. "Ontological Opportunism." Anthropological Journal of European Cultures 30, no. 1 (March 1, 2021): 27–51. http://dx.doi.org/10.3167/ajec.2021.300103.

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Understanding inanimate ‘nature-as-such’ is traditionally considered the object of physics in Europe. The discipline acts as exemplary discursive practice of scientific knowledge production. However, as my ethnographic investigation of doing and communicating high energy physics demonstrates, animist conceptions seep into the ontological understanding of physics’ ‘objects’, resonating with contemporary concepts of new materialism, new animism and feminist science and technology studies, signifying an atmospheric shift in the understanding of ‘nature’. Drawing on my fieldwork at CERN, I argue that scientists take an opportunist stance to animate concepts of ‘nature’, depending on whom they’re talking to. I am showing how the inanimate in physics is reanimated especially in scientific outreach activities and how the universalist scientific cosmology overlaps with indigenous cosmologies, as for example the Lakota ones.

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6

Jackson, Stuart E. "Strategic opportunism." Journal of Business Strategy 29, no. 1 (January 4, 2008): 46–48. http://dx.doi.org/10.1108/02756660810845705.

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7

Carlson, Eric R. "Strategic Opportunism." Journal of Oral and Maxillofacial Surgery 72, no. 10 (October 2014): 1874–75. http://dx.doi.org/10.1016/j.joms.2014.06.446.

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8

Schubert, Ingo, and Ulrich Wobus. "Opportunism knocks?" Nature 404, no. 6774 (March 2000): 120. http://dx.doi.org/10.1038/35004754.

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9

Dixon, Bernard. "Blatant Opportunism." Microbe Magazine 2, no. 7 (July 1, 2007): 324–25. http://dx.doi.org/10.1128/microbe.2.324.1.

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10

Miller, Carolyn R. "Opportunity, opportunism, and progress:Kairos in the rhetoric of technology." Argumentation 8, no. 1 (February 1994): 81–96. http://dx.doi.org/10.1007/bf00710705.

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11

Steinle, Claus, Holger Schiele, and Tobias Bohnenkamp. "Does supplier opportunism lead to buyer opportunism? A social capital perspective." Journal of Business & Industrial Marketing 35, no. 2 (November 21, 2019): 362–84. http://dx.doi.org/10.1108/jbim-05-2018-0148.

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Purpose In light of increasingly tight buyer–supplier relationships, opportunism is a problem of increasing relevance. So far, opportunism has mainly been researched as a detrimental action by suppliers and interpreted with an institutional economics lens. Recent conceptual work, however, has argued more for a behavioral approach to operations management, suggesting benefits of taking a social capital perspective on opportunism. Based on a large empirical sample of buyer–supplier relations, this paper aims to provide an empirical study using social capital as theoretical lens. Further, it analyzes both supplier and buyer opportunism at the same time. Design/methodology/approach The paper, through following a quantitative approach, considers the interacting dyad of buyer and supplier opportunism, its antecedents as well as its performance implications. Findings Findings did not support the expectation that supplier opportunism will be countered by buyer opportunism in a single relationship. However, social capital in the form of cognitive and relational capital has been found as a good predictor of opportunism. This study proposes new measures for structural capital. Further the study confirms the detrimental effect of opportunism on performance of the buyer–supplier relationship, highlighting the mediating role of innovation as building block of relational competitive advantage. Research limitations/implications Previous studies on opportunism in buyer–supplier relations were mostly transaction cost-oriented, thus neglecting the behavioral aspects of exchange processes. Introducing social capital theory revealed to be a rewarding amplification of the perspective. Next, most research up till now was focused on explaining supplier opportunism only. This study contributes by analyzing both sides of the interacting dyad. Finally, this research closes a research gap by not only explaining the occurrence of opportunism but by also testing its performance outcomes. Accordingly, this study contributes to the opportunism literature, social capital theory development and to the management of buyer–supplier relations. Practical implications Building up cognitive and relational capital is likely to be a tool to reduce the danger of opportunism – both with the partner firm, as well as inside the own organization. As such, firms need to make sure that both forms of social capital are present to a higher extent. If this is not the case, opportunistic actions on both buying and supplying side might occur which have damaging impacts on the generation of innovation as well as the achievement of strategic advantages. Originality/value While previous studies have focused on explaining supplier opportunism, an analysis of both sides of the interacting dyad between buyer and supplier opportunism is missing. Not only does this research provides further insights with regard to the latter, but further considers the role of social capital as underlying factor explaining both buyer and supplier opportunism. Also, this research answers the call on more research about the relation between opportunism and performance, specifically focusing on innovation and strategic advantage generation.

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12

Reynolds, Gordon M. "Opportunism & Duty." Medieval Feminist Forum 54, no. 2 (August 6, 2017): 5–27. http://dx.doi.org/10.17077/1536-8742.2096.

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13

Silverman, W. A. "Compassion or Opportunism?" PEDIATRICS 113, no. 2 (January 30, 2004): 402–3. http://dx.doi.org/10.1542/peds.113.2.402.

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14

Vafaï, Kouroche. "Delegation and Opportunism." Journal of Institutional and Theoretical Economics 160, no. 3 (2004): 498. http://dx.doi.org/10.1628/0932456041960542.

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15

Van Hoven, M. B. "Compassion or Opportunism?" PEDIATRICS 114, no. 3 (September 1, 2004): 896–97. http://dx.doi.org/10.1542/peds.2003-0630a.

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16

Fallon, K. "Compassion or Opportunism?" PEDIATRICS 114, no. 3 (September 1, 2004): 897. http://dx.doi.org/10.1542/peds.2003-0630b.

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17

Whitfield, J. "Compassion or Opportunism?" PEDIATRICS 114, no. 5 (November 1, 2004): 1371–72. http://dx.doi.org/10.1542/peds.2004-0848.

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18

Laviollette, Patrick. "Mobile Co-opportunism." Anthropology News 49, no. 9 (December 2008): 6. http://dx.doi.org/10.1111/an.2008.49.9.6.

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19

Tambovtsev, V. "Planning and opportunism." Voprosy Ekonomiki, no. 1 (January 20, 2017): 22–39. http://dx.doi.org/10.32609/0042-8736-2017-1-22-39.

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The paper analyzes the occurrence of opportunistic behaviour opportunities in the planning processes. The following types of planning are distinguished: self-planning, collective planning, planning on behalf (or by contract), and directive (or prescriptive) planning. It is shown that any type of it excluding self-planning generates incentives to opportunistic behavior. Within this frame-work, two popular approaches in the planning theory are analyzed: participative planning and communicative one; it is shown that they are open to opportunism too. Basing on this analysis, the spheres of economy where government planning can be more efficient than market coordination mechanism are outlined.

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20

Vafai, K. "Opportunism in Organizations." Journal of Law, Economics, and Organization 26, no. 1 (January 16, 2009): 158–81. http://dx.doi.org/10.1093/jleo/ewn025.

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21

Doolittle, Russell F. "More molecular opportunism." Nature 336, no. 6194 (November 1988): 18. http://dx.doi.org/10.1038/336018a0.

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22

Brinig, Margaret F., and Steven M. Crafton. "Marriage and Opportunism." Journal of Legal Studies 23, no. 2 (June 1994): 869–94. http://dx.doi.org/10.1086/467948.

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23

Häfner, Sophia. "Candida: Or, opportunism." Microbes and Infection 17, no. 4 (April 2015): 243–46. http://dx.doi.org/10.1016/j.micinf.2015.01.006.

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24

Jap, Sandy D., Diana C. Robertson, Aric Rindfleisch, and Ryan Hamilton. "Low-Stakes Opportunism." Journal of Marketing Research 50, no. 2 (April 2013): 216–27. http://dx.doi.org/10.1509/jmr.10.0121.

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25

Fisher, Jed F., Samy O. Meroueh, and Shahriar Mobashery. "Bacterial Resistance to β-Lactam Antibiotics: Compelling Opportunism, Compelling Opportunity†." Chemical Reviews 105, no. 2 (February 2005): 395–424. http://dx.doi.org/10.1021/cr030102i.

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26

Popov, Evgeny V., and Evgenia V. Ersh. "Institutions for Decreasing of Employee Opportunism." MONTENEGRIN JOURNAL OF ECONOMICS 12, no. 2 (May 20, 2016): 131–46. http://dx.doi.org/10.14254/1800-5845.2016/12-1/2.

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27

Karamanoli, Vassia, Kyriaki Fousiani, and Maria Sakalaki. "Preference for Non-Cooperative Economic Strategies is Associated with Lower Perceived Self-Efficacy, Fewer Positive Emotions, and Less Optimism." Psychological Reports 115, no. 1 (August 2014): 199–212. http://dx.doi.org/10.2466/09.07.pr0.115c10z5.

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The goal was to investigate the association of economic opportunism with self-efficacy, optimism, and positive emotion. It was hypothesized that economic opportunists should experience lower self-efficacy, less positive thinking, and less optimism. Study 1 ( N = 206) showed that economic opportunism was negatively correlated with self-efficacy, optimism, and positive affect, and positively correlated with negative affect. Study 2 ( N = 128) indicated that individuals reporting higher self-efficacy were less likely to defect on their counterparts in a game situation. These findings show the negative association of opportunistic propensity with self-efficacy and positive emotions. Implications for experimental research on economic opportunism and positive emotions are discussed.

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28

Pietsch, Gotthard. "Human Capital Measurement, Ambiguity, and Opportunism: Actors between Menace and Opportunity." German Journal of Human Resource Management: Zeitschrift für Personalforschung 21, no. 3 (August 2007): 252–73. http://dx.doi.org/10.1177/239700220702100304.

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Under the growing influence of economic normative thoughts (as for example the spread of shareholder value philosophy in the 1990s) and therefore under pressure to justify themselves, human resource management professionals are searching for concepts to measure the effects of their decisions and activities on business objectives. Especially, the concepts of human capital measurement attract far-reaching attention. However, that performance measurement of human resource management faces considerable methodical problems leading to the distinctive ambiguity of human capital information. In the face of this ambiguity, the paper points out that human capital measurement tends to promote opportunistic patterns of behavior by offering opportunities to evade personal responsibility. Referring to the model of organizational anarchy, the paper shows that human capital measurement is in danger to evoke a dilution of responsibilities in organizations. But a comprehensive institutionalization and a deliberate “framing” of human capital measurement can contribute to the limitation of opportunism.

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29

Najafi, Nojan, Anna Dubois, and Kajsa Hulthén. "Opportunism or strategic opportunity seeking? Three approaches to emerging country sourcing." Journal of Purchasing and Supply Management 19, no. 1 (March 2013): 49–57. http://dx.doi.org/10.1016/j.pursup.2012.12.002.

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30

Maitland, Ian, John Bryson, and Andrew van de Ven. "Sociologists, Economists, and Opportunism." Academy of Management Review 10, no. 1 (January 1985): 59. http://dx.doi.org/10.2307/258212.

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31

Maitland, Ian, John Bryson, and Andrew Van de Ven. "Sociologists, Economists, and Opportunism." Academy of Management Review 10, no. 1 (January 1985): 59–65. http://dx.doi.org/10.5465/amr.1985.4277346.

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32

Dev, Chekitan S., Stephan Grzeskowiak, and James R. Brown. "Opportunism in Brand Partnerships." Cornell Hospitality Quarterly 52, no. 4 (February 22, 2011): 377–87. http://dx.doi.org/10.1177/1938965510397656.

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Brand partner opportunism—deceptive or guileful behavior to gain an advantage—is a threat to a successful brand partnership. In this study, the authors examined the effects of coercive and noncoercive tactics for preventing opportunism as those tactics are influenced by relational norms—mutually held standards of behavior that support close relationships. In a survey of 367 hotel general managers from two large hotel brands, the authors found that, in partnerships characterized by strong relational norms, coercive influence strategies, such as threats, promises, or legalistic pleas, are less effective at limiting opportunism than are noncoercive strategies, such as information exchange, recommendations, or requests, which are more effective. In contrast, when relational norms are weak, the authors found that coercive strategies are more effective than are noncoercive strategies. However, regardless of the nature of the relationship, the GMs reported that coercive techniques work only briefly and are ineffective over the long term. Thus, considering the nature of the hotel industry, noncoercive strategies are more likely to benefit brand headquarters’ efforts to limit brand partner opportunism.

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33

de Fontenay, Elisabeth. "Windstream and contract opportunism." Capital Markets Law Journal 15, no. 4 (October 1, 2020): 443–52. http://dx.doi.org/10.1093/cmlj/kmaa021.

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34

Jolobe, O. M. P. "Diagnostic opportunism in BAH." QJM: An International Journal of Medicine 110, no. 6 (April 11, 2017): 403. http://dx.doi.org/10.1093/qjmed/hcx081.

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35

Rudolf, Stanislaw. "Opportunism in Corporate Management." Acta Universitatis Lodziensis. Folia Oeconomica 6, no. 345 (December 30, 2019): 75–91. http://dx.doi.org/10.18778/0208-6018.345.04.

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A growing interest in the phenomenon of economic opportunism can be mainly explained by new institutional economics (NIE). It has changed the limitation of that phenomenon into the main method of increasing the efficiency of business entities. Opportunistic attitudes and behaviour can be particularly observed in a business entity. A tendency towards opportunism should be considered both while entering contracts and while developing a strategy for a company. The article is aimed at presenting the essence of opportunism and at defining its place in new institutional economics. It is also aimed at identifying opportunistic attitudes in corporate operation and at indicating the ways to limit such attitudes. While analysing the role of opportunism in corporate management, the main focus shall be set on opportunistic interdependencies in corporate governance. Opportunistic attitudes may be presented not only by the management board of a company but also by its other stakeholders. They may use incompleteness of agreements that have been entered into or asymmetry of information in order to increase their gain at the expense of others. The article provides a more detailed analysis of opportunistic attitudes presented by employee organisations in highly developed countries as well as in post‑communist countries, where opportunism is manifested in demanding attitudes or in protection of monopolist positions.

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36

Sakalaki, Maria, Clive Richardson, and Yves Thépaut. "Machiavellianism and Economic Opportunism." Journal of Applied Social Psychology 37, no. 6 (June 2007): 1181–90. http://dx.doi.org/10.1111/j.1559-1816.2007.00208.x.

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37

Chakravarti, Ashok. "Imperfect Information and Opportunism." Journal of Economic Issues 51, no. 4 (October 2, 2017): 1114–36. http://dx.doi.org/10.1080/00213624.2017.1391594.

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38

Cabon-Dhersin, Marie-Laure, and Shyama V. Ramani. "Opportunism, Trust and Cooperation." Rationality and Society 19, no. 2 (May 2007): 203–28. http://dx.doi.org/10.1177/1043463107077391.

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39

Veiga, Linda G., and Francisco José Veiga. "Does opportunism pay off?" Economics Letters 96, no. 2 (August 2007): 177–82. http://dx.doi.org/10.1016/j.econlet.2006.12.026.

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40

Williamson, Oliver E. "Opportunism and its critics." Managerial and Decision Economics 14, no. 2 (March 1993): 97–107. http://dx.doi.org/10.1002/mde.4090140203.

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41

Arikan, Andac T. "Opportunism? It is All Relative! Antecedents and Consequences of Subjective Opportunism Judgments." Academy of Management Proceedings 2017, no. 1 (August 2017): 11377. http://dx.doi.org/10.5465/ambpp.2017.11377abstract.

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42

Mellewigt, Thomas, Glenn Hoetker, and Martina Lütkewitte. "Avoiding High Opportunism Is Easy, Achieving Low Opportunism Is Not: A QCA Study on Curbing Opportunism in Buyer–Supplier Relationships." Organization Science 29, no. 6 (December 2018): 1208–28. http://dx.doi.org/10.1287/orsc.2018.1227.

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43

Semenova, I. A., and A. S. Gerbulova. "CAUSES AND CONSEQUENCES OF OPPORTUNISTIC BEHAVIOUR OF FIRM's PERSONNEL." Bulletin of Udmurt University. Series Economics and Law 31, no. 1 (February 12, 2021): 30–36. http://dx.doi.org/10.35634/2412-9593-2021-31-1-30-36.

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The article discusses the importance of implementing mechanisms of optimization of employee opportunistic behaviour in a company. With growing transactional and transformational expenses of the firm, employees’ dissatisfaction with their salary rates, reduced control over the activities of employees by employers, the emergence of opportunities to organize a remote form of labor relations and the lack of effective evaluation systems and incentives for labor, the costs of opportunistic behavior of company personnel increase. The problem connected with employee opportunistic behaviour in companies is becoming crucial due to the complication of qualitative and quantitative estimation of the costs of opportunistic behaviour. The article analyzes causes of opportunism emerging in firms’ internal relations. The authors define the term of “opportunistic behaviour”. The role of a company director is also assessed. The article discovers the essence and content of opportunism’s consequences in firms. The classification of forms of opportunism in firms is given. The authors analyze the practical experience of opportunism restriction by the example of “Essen Production AG” company and other Russian enterprises. The authors discuss the major mechanism of opportunistic behaviour restriction and evaluate the method of motion and time study used in the process of identifying opportunism. The effect, which is likely to be obtained as a result of opportunism restriction, is substantiated.

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44

Popov, E., and V. Simonova. "Endogenous Opportunism in the Principal-Agent Theory." Voprosy Ekonomiki, no. 3 (March 20, 2005): 118–30. http://dx.doi.org/10.32609/0042-8736-2005-3-118-130.

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The point of the article is studying basic problems of the firm institutional theory - opportunism behavior problem in a principal-agent relationship system on the firm level. The article is devoted to the analysis of the essence of opportunism as economic category, definition of basic forms of inside opportunism and estimation of their influence on performance of firms of the Ural region. Factors that influence the level of opportunism are classified.

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45

Krasikov, O. A., and I. V. Roshchina. "OPPORTUNISM AND LABOR OPPORTUNISM OF WORKERS: GENERAL AND SPECIFIC FEATURES, CAUSES OF MANIFESTATION." Vestnik Tomskogo gosudarstvennogo universiteta. Ekonomika, no. 42 (June 1, 2018): 119–28. http://dx.doi.org/10.17223/19988648/42/8.

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46

Arıkan, Andaç T. "Opportunism is in the Eye of the Beholder: Antecedents of Subjective Opportunism Judgments." Journal of Business Ethics 161, no. 3 (April 13, 2018): 573–89. http://dx.doi.org/10.1007/s10551-018-3873-7.

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47

Shah, Dhara, Bob Russell, and Adrian Wilkinson. "Opportunity and opportunism: The expatriation practices of Indian information technology multinational corporations." Journal of International Management 23, no. 2 (June 2017): 139–50. http://dx.doi.org/10.1016/j.intman.2016.11.001.

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48

Owen, Graham. "In Dark Waters: Opportunity and Opportunism in the Reconstruction of New Orleans." Journal of Architectural Education 60, no. 1 (September 2006): 7–9. http://dx.doi.org/10.1111/j.1531-314x.2006.066_2.x.

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49

Pletnev, Dmitri, and Elena Kozlova. "Employee’s Behavioral Opportunism and Alienation: Exploring the Factors." Contemporary Economics 16, no. 1 (March 31, 2021): 106–20. http://dx.doi.org/10.5709/ce.1897-9254.471.

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The article aims to identify factors influencing the behavioural opportunism and alienation of Russian employees. The study is based on a survey of 298 Russian employees, conducted in October 2020. Normalized indicators were used to assess the alienation degree, opportunism willingness and opportunism level, based on processing the respondents’ answers; the Z-test was used for statistical analysis of these indicators, and to examine the influence of 14 social and organizational factors on alienation and opportunism. The study showed that employees’ alienation degree is influenced by marital status, having children, motivation type, organization size, work in a managerial position, position and salary improvement, and Adizes’ management styles. Their opportunism willingness is influenced by gender, age, management style, organization-side work experience, and position improvement. The results support the hypotheses of the interdependence of opportunism level and age, marital status, motivation type, organization size, and salary improvement. It was found that education level, job profile and diploma compliance, and ownership do not affect alienation and opportunism. The research results can help develop corporate programmes to increase employees’ involvement in solving corporate problems and reducing opportunism.

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50

Islamutdinov, Vadim F. "Measures for Limiting Opportunism in The Islamic Banking." Journal of Institutional Studies 14, no. 4 (December 25, 2022): 110–21. http://dx.doi.org/10.17835/2076-6297.2022.14.4.110-121.

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The article analyzes the sources and manifestations of opportunism, as well as the measures against opportunism in banking. A deep literature review on the problem of opportunism has been carried out. The sources and forms of manifestation of opportunism in Islamic banking have been identified in the paper. The measures against opportunism have been divided into measures to prevent adverse selection and measures to reduce moral hazard. The measures against opportunism specific to Islamic banking have also been described in the article. It is shown that not all common measures to reduce moral hazard have analogues in Islamic banking. Suggestions are made as to which of the Islamic banking-specific measures against opportunism can be borrowed to be exploited in traditional banking. The prospects for the use of smart contracts in Islamic banking as a fundamentally new measure to limit opportunism have been considered. The technical and legal problems of implementing smart contracts as well as the specific problems of implementing smart contracts in Islamic banking are shown. We argue that the widespread introduction of smart contracts is very unlikely in Islamic banking as the principles of smart contracts contradict the principles and spirit of Shariah.

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