Uncertainty, Opportunism and Governance: The Effects of Volatility and Ambiguity on Formal and Relational Contracting

By Stephen J. Carson, Anoop Madhok, Tao Wu. 2006

797 citations recorded by the source corpus.

Subfields: Accounting, Management Information Systems, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/8b5798b35e51566da903807c3552f3b55792ba4f

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Citations in the corpus

Understanding The Dual Nature of Ambivalence: Why and When Ambivalence Leads to Good and Bad Outcomes (2017, neutral): “Ambiguity Carson et al., 2006 “The degree of uncertainty inherent in perceptions of the environmental state” (Carson et al., 2006, p. 1059).”
Agri-environment contract adoption under fixed and variable compliance costs (2009, background): “Uncertainty originates from volatility disturbances, which refers to the rate and unpredictability of change in an environment over time (Carson et al. 2006).”
Factors that influence transaction costs in development offsets: Who bears what and why? (2013, background): “Opportunism resultswhen transactors are strategically self-interested (secretive, deceptive or guileful) such that they provide false or incomplete information in an effort to redirect profits from vulnerable partners (Carson et al., 2006; Falconer, 2002; Williamson, 1981).”
Effects of managerial ties and trust on supply chain information sharing and supplier opportunism (2014, result): “This finding is largely consistent with existing literature on opportunism (Carson, Madhok, and Wu 2006).”
Social capital configuration, legal bonds and performance in buyer–supplier relationships (2011, positive): “…we align with a growing stream of research that views legal bonds as supporting mechanisms through which parties can proactively undertake joint problem solving and documentation of their plans for the relationship (Carson, Madhok and Wu, 2006; Das and Teng, 1998; Mayer and Argyres, 2004).”