关系成员企业管理者社会资本水平其机会主义行为间关系的实证研究——以中外合资企业为例

本文以中外合资企业为主要研究对象,就关系成员企业管理者社会资本水平与其在特定关系中的机会主义行为水平的联系及其对关系绩效的影响进行了实证研究。研究结果首次证实了企业管理者社会资本会提高其在特定关系中的机会主义倾向这一潜在关系的存在,但这种机会主义行为主要体现在对关系程序控制权的获取上,并不会降低社会资本在提升关系收益水平方面的价值,同时也不会影响关系成果分配的公平性。本研究的相关结论对于进一步的研究与企业管理实践均有一定价值。

How Members' Managerial Social Capital Influence Their Opportunism in Interfirm Relationships: An Empirical Investigation of Chinese-Foreign Joint Venture

Commonly acknowledged in former researches, manage-rial social capital could exert valuable influences to firms' operating performance in social network, playing the role of one of the essen-tial components of firms' resource base according to the Resource-Based View. Inherently generated from social ties, managerial social capital could be in depth investigated with the prism of Burt's theory of structural hole, in which managerial social capital could be elucidated as advantaged positions that could take other players in control. As the result, the essence of the value gains extracted from managerial social capital could be taken as some rent seeking benefits, which might tend to be opportunistic behaviors once com-ing along with the potential value loss of other players in certain interorganizational relationships. In other words, we can rationally expect that high level of managerial social capital could inherently evoke a focal firm's high tendency of opportunism in its cooperative arrangement. Nevertheless, it has been long notified that partici-pants' managerial social capital could be helpful to the performance of cooperation. Thus, there would be some seemed paradoxes be-tween the potential opportunism arose by managerial social capital and the performance enhancing effects of managerial social capital, which has still been lived inattention in relevant researches. Based on the background of Chinese-foreign joint venture, this article empirically detects the relationship between members' managerial social capital and their opportunistic behaviors in interfirm relation-ships they took part in as well as their influences to relationship per-formance. Statistic results verified that members' managerial social capital tend to strengthen their opportunistic behaviors in special in-terfirm relationships, whereas, such opportunistic behaviors mainly aim at taking control of the procedure of relation arrangement with-out significantly influencing relationship performance as well as its outcome distribution. We expect these results would give a hand to both future research and business practice.