• International Commerce and Information Review
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• v.17 no.3
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• pp.225-250
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• 2015

While strategic alliance of multinational corporation has boost, opportunistic behavior is also increased recently. This study examines the cause of opportunism in strategic alliance by focusing on the development of opportunistic behavior, a process in which resource complementarity and risk perception decides attitudinal direction, ultimately leading to opportunism. Empirical test based on 257 alliance participants shows that risk perception had a greater influence on firms' attitudinal and behavioral directions compared to benefit perception. Notably, relational risk heavily influenced firms' competitive attitude and opportunistic behavior. Finally, the study concludes that firms' competitive and independent attitude caused by risk perception negatively influence alliance outcome. Based on the results, it is drawn that alongside the external tools such as surveillance, control, monitoring or legalistic pleas, management of risk perception during the alliance process has significance influence on the achievement of alliance goals.

• Information Systems Review
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• v.9 no.2
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• pp.41-66
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• 2007

The e-marketplace is a virtual marketplace where buyers and sellers meet in order to conduct transactions through the intermediation of market-makers. For the success of an e-marketplace, it is crucial for the market-maker to induce both buyers and sellers to make active transactions in it. However, their participation is frequently deterred by potential risk factors caused mainly by the inherent, structural complexity of the e-marketplace. Therefore, it is a critical challenge for the market-maker to identify and manage the transactional risk perceived by both the buyers and sellers. In this paper, we investigate the sources of buyers' and sellers' perceived risks and their mitigating factors in the e-marketplace. Specifically, we derive an analysis framework based on the economic theory of agency relationship. The framework includes four sources of the risks(perceived information asymmetry, fears of seller opportunism, fears of buyer opportunism, and concerns about market-maker's role incompleteness) and five mitigators of the risks(website informativeness, trust in market-maker, trust in seller, product diagnosticity, and social presence). Then, we empirically verify the framework through a case study on four successful e-marketplaces, and provide implications and strategies for the market-maker to effectively manage the transactional risks.