Happy together?. Insights and implications of viewing managed supply chains as a social dilemma

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Multiperiod effects of corporate social responsibility on supply chain networks, transaction costs, emissions, and risk (2008, background): “We illustrate that if supply chain decision-makers choose to do what is in their own best interest, this will lead to an outcome that does not provide benefits for the supply chain (Dawes, 1980; McCarter and Northcraft, 2007).”
The effects of trust and coercive power on supplier integration (2009, methodology): “In particular, the absence of relationship management mechanisms might hinder the activities related to it, and cause problems of free riding, hold-ups, and leakages, which lead to less satisfactory supply chain performance or even supply chain defection (McCarter and Northcraft, 2007).”
The interaction effect of relational norms and agent cooperativeness on opportunism in buyer–supplier relationships (2010, unknown): “In addition, the formation of supply chain alliances between ﬁrms may fail due to the fear of opportunistic behaviors by potential partners (McCarter and Northcraft, 2007).”