Inter-company Cooperation Faced with a Risk of Organisational Sclerosis: Opportunism as a Potential Source of Performance?

Since the end of the 1980s, much academic works has been devoted to the study of the relations between companies, especially to the improvement of these relations, starting with the implementation of co-operative strategies within inter-organisational networks. Lasting commitment in a relation and a mutual climate of confidence form the two pillars of new strategic approaches which come to amend known models founded on competition and the exclusive research of self-interest. For these approaches, the potential opportunism of the co-contactors obviously has a disastrous impact: how can one engage in a continuing relationship of exchange if one fears at the outset that the partner is systematically preoccupied with his own interests and in so doing, is eventually using stealth or trickery or even violating the rules established in that cooperation? Mainstream research in organisational theory and strategic management presents opportunistic behaviour in a negative light and is largely counter-productive for relationships between inter-organisational networks members. Only long-term involvement and total trust in the partners would create value. The article questions this traditional view by indicating that a more “moderate” opportunism could at last have an unsuspected positive impact on the functioning of inter-organisational networks. The point of view is illustrated and discussed from the study of network France Distribution Gestion (FDG) operating in the wholesaling industry.