Hợp tác là kết quả chỉ Ấn định là influ-enced trực tiếp bởi mối quan hệ cam kết và tin tưởng. Một đối tác cam kết mối quan hệ sẽ hợp tác với các thành viên khác vì một mong muốn để làm cho relation¬ship làm việc. Lý thuyết và thực nghiệm bằng chứng cho thấy niềm tin cũng dẫn đến sự hợp tác. Deutsch của những phát hiện (1960), bằng cách sử dụng các thí nghiệm tiến thoái lưỡng nan của tù nhân, gợi ý rằng ini¬tiation hợp tác đòi hỏi sự tin tưởng, và Pruitt (1981) sug¬gests rằng một bên sẽ đảm nhận nhiều rủi ro, điều phối be¬haviors nếu tin tưởng tồn tại. Tương tự, Anderson và Narus (1990, trang 45) nhà nước, "Một khi sự tin tưởng được thành lập, công ty tìm hiểu rằng những nỗ lực phối hợp, hợp tác sẽ dẫn đến kết quả đó ex¬ceed những gì các công ty có thể đạt được nếu nó hoạt động hoàn toàn trong lợi ích tốt nhất của riêng mình."Functional conflict. There always will be disagreements or “conflict” in relational exchanges (Dwyer, Schurr, and Oh 1987). The hostility and bitterness resulting from dis-agreements not being resolved amicably can lead to such pa-thological consequences as relationship dissolution. How-ever, when disputes are resolved amicably, such disagree-ments can be referred to as “functional conflict,” because they prevent stagnation, stimulate interest and curiosity, and provide a “medium through which problems can be aired and solutions arrived at” (Deutsch 1969, p. 19). Func¬tional conflict, therefore, may increase productivity in rela¬tionship marketing and be viewed as “just another part of doing business” (Anderson and Narus 1990, p. 45). Several works either propose or find that communication and past co-operative behaviors lead to the perception that conflict is functional (Anderson and Narus 1990; Deutsch 1969). How-ever, we posit that it is trust that leads a partner to perceive that future conflictual episodes will be functional. Past co-operation and communication, we propose, result in in-creased functionality of conflict as a result of increasing trust.Decision-making uncertainty. Uncertainty in decision making refers to the extent to which a partner (1) has enough information to make key decisions, (2) can predict the consequences of those decisions, and (3) has confidence in those decisions (Achrol and Stern 1988). We posit that trust decreases a partner’s decision-making uncertainty be¬cause the trusting partner has confidence that the trustwor¬thy party can be relied on.Hypotheses
Stated in formal fashion, our study tests 13 hypotheses:
Hj: There is a positive relationship between relationship termination costs and relationship commitment.
H2: There is a positive relationship between relationship ben¬efits and relationship commitment.
H3: There is a positive relationship between shared values and relationship commitment.
H4: There is a positive relationship between shared values and trust.
H5: There is a positive relationship between communication and trust.
H6: There is a negative relationship between opportunistic be-havior and trust.
H7: There is a positive relationship between relationship com-mitment and acquiescence.
H8: There is a negative relationship between relationship com-mitment and propensity to leave.
H9: There is a positive relationship between relationship com-mitment and cooperation.
H10: There is a positive relationship between trust and relation-ship commitment.
Hu: There is a positive relationship between trust and cooperation.
H12: There is a positive relationship between trust and func-tional conflict.
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