Opportunistic behavior

Scholars of the Hoover Institution and the George C. Marshall Institute cooperated on this project to draw attention to the misgivings of politicization for citizens as well as for public policy. These essays are intended to offer important insights to society about the costs of misusing science for political ends that involve the nation s policymakers, interest groups, media, and scientists. Better policy decisions and efficient use of society s resources will come from an examination of all available science that is embarked upon in ways that encourage the public interest and discourage purely opportunistic behavior. 

Employee participation in decision making may help to diminish the Ifee rider potential by increasing workers involvement and lowering the incentive for workers to engage in opportunistic behaviors if employees financial participation increases peer monitoring pressures, for example, Ifee riding may be reduced. 

Moreover, supply chain relationships are frequently characterized by distrust. The fear of appropriation of the shared information by partners and/or competitors is present in most collaborating firms (Lee and Whang 2000). Consequently, in order to prevent opportunistic behavior, many firms decide to reduce the amount of shared information (Li and Lin 2006). On top of this, firms often do not want to lose power due to the revelation of internal knowledge. However, the concern is not only directed at the immediate exploitation and publication of secrets, but also at indirect transfer, that is, the unintended leakage of information, via the partner,... 

In summary, a supply base with a small number of suppliers decreases buyer s transaction cost. It also makes it harder for the suppliers to form coalitions for contractual decisions, and decreases the occurrence of opportunistic behavior by suppliers. Thus, it helps increase buyer-seller collaboration. With a small supply base, the probability of a supplier being chosen a preferred supplier increases. However, to remain a preferred supplier, suppliers must improve performance such as responsiveness. A small supply base increases the frequency of repeated transactions, reducing the supplier s risk. However, it may increase the supply risk due to over dependence on a small group of suppliers who may exploit the situation. 

In explaining the important role of trust in supply chain collaboration, transaction cost economics argues that trust mitigates the probability of a firm s opportunistic behavior, which accounts for the risk in supply chain collaboration. As a complementary explanation, trust based rationalism also identifies trust as the indispensable antecedent to supply chain collaboration. In contrast to the negative assumption of transaction cost economics, tmst based rationalism argues there are some supply chain partners who take the assumption of trustworthiness rather than... 

Firms also need to learn to tmst each other when they enter a collaborative relationship since trust is the cornerstone of collaborative long-term relationship (Sirdeshmukh et al. 2002). A firm needs to let its partners know that it is making an effort to develop and/or maintain high levels of trust and that there is little chance of opportunistic behavior. While opportunistic behavior may be individually rational for a partner, it is not collectively optimal (HUl 1990). Even though a partner may be able to get away with limited acts of opportunism, it is likely to indirectiy influence the supply chain collaboration and collaborative advantage. 

In Fe-deficient diets or cells, Fe depletion upregulates expression of DMTl at the mRNA level. Increased DMTl with reduced Fe intake permits opportunistic binding and enteric transport of other divalent ions, including Pb. This behavior provides a molecular basis for the Pb—Fe antagonistic interaction long observed experimentally and epidemiologically. 

Seiter (2006) explores the behavioral risk (in an opportunistic meaning) in supply chains. He identifies the most common instruments for avoiding that kind of risk, which are the seizure of a high quality level of communication and the execution of an inter-organizational cost accounting. His findings prove the importance of trust in inter-organizational cooperation. 

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