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Actor opportunism, social capital and coping strategies in the sharing economy: drivers, outcomes and marketing implications

Actor opportunism, social capital and coping strategies in the sharing economy: drivers, outcomes... This paper aims to provide a conceptual understanding of the drivers and outcomes of actor opportunism in the context of the three key actors of the sharing economy – the service provider, the platform and the consumer.Design/methodology/approachThe research uses a conceptual approach by drawing on literature from within and outside of marketing.FindingsThe current research introduces a conceptual framework of opportunism in the sharing economy with seven underlying propositions. The framework posits a U-shaped moderating effect of social capital for the relationship between opportunism and its drivers, actor vulnerability and asset specificity. Furthermore, a 2 × 2 matrix consisting of two types of opportunistic behaviors (active and passive) and two coping strategies by other actors (defensive and nondefensive) suggests that passive opportunism tends to lead to value codestruction independently of the coping strategies employed by other actors. Counterintuitively, the combination of active opportunism and defensive coping strategy presents an opportunity for value cocreation due to its potential to break up older structures and generate new ones.Research limitations/implicationsWhile our research provides a higher-level understanding of opportunism pertaining to platform, consumers and service providers in the sharing economy, future research could situate our framework within specific regulatory environments, incorporate the role of competitors and examine individual interaction effects between type of opportunism and coping strategies.Practical implicationsThe framework enables service providers, platforms and consumers to identify drivers of opportunistic behaviors of their partners and discern instances in which opportunistic behaviors lead to value codestruction for all actors.Originality/valueThis research transcends prior work on the bright and dark sides of the sharing economy by identifying its dynamic nature and examining the contributing role of opportunism. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png European Journal of Marketing Emerald Publishing

Actor opportunism, social capital and coping strategies in the sharing economy: drivers, outcomes and marketing implications

Saravade, Swapnil; Felix, Reto
European Journal of Marketing , Volume 58 (9): 36 – Nov 15, 2024
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References (147)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0309-0566
eISSN
1758-7123
DOI
10.1108/ejm-01-2023-0054
Publisher site
See Article on Publisher Site

Abstract

This paper aims to provide a conceptual understanding of the drivers and outcomes of actor opportunism in the context of the three key actors of the sharing economy – the service provider, the platform and the consumer.Design/methodology/approachThe research uses a conceptual approach by drawing on literature from within and outside of marketing.FindingsThe current research introduces a conceptual framework of opportunism in the sharing economy with seven underlying propositions. The framework posits a U-shaped moderating effect of social capital for the relationship between opportunism and its drivers, actor vulnerability and asset specificity. Furthermore, a 2 × 2 matrix consisting of two types of opportunistic behaviors (active and passive) and two coping strategies by other actors (defensive and nondefensive) suggests that passive opportunism tends to lead to value codestruction independently of the coping strategies employed by other actors. Counterintuitively, the combination of active opportunism and defensive coping strategy presents an opportunity for value cocreation due to its potential to break up older structures and generate new ones.Research limitations/implicationsWhile our research provides a higher-level understanding of opportunism pertaining to platform, consumers and service providers in the sharing economy, future research could situate our framework within specific regulatory environments, incorporate the role of competitors and examine individual interaction effects between type of opportunism and coping strategies.Practical implicationsThe framework enables service providers, platforms and consumers to identify drivers of opportunistic behaviors of their partners and discern instances in which opportunistic behaviors lead to value codestruction for all actors.Originality/valueThis research transcends prior work on the bright and dark sides of the sharing economy by identifying its dynamic nature and examining the contributing role of opportunism.

Journal

European Journal of Marketing – Emerald Publishing

Published: Nov 15, 2024

Keywords: Sharing economy; Actor vulnerability; Transaction cost theory; Opportunism; Coping strategies; Social capital; Value cocreation; Value codestruction

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