Meta-analysis of the consequences of opportunism
Document Type : Original Article
Authors
1 Associate Professor, Department of Business Management, Payame Noor University, Tehran, Iran
2 Assistant Professor, Department of Public Management, Payame Noor University, Tehran, Iran
Abstract
Background and Objective: Opportunism, as a key behavior in management and organizations, has a significant impact on the performance and success of organizations. However, identifying and analyzing the consequences associated with opportunism can help to better understand the factors affecting this phenomenon. In this regard, the present study uses the meta-analysis method and examines a set of existing research in this field.
Methodology: The present study is descriptive in terms of purpose, applied in terms of type of use, and quantitative in terms of data type. The statistical population of the study included domestic (1390-1402) and foreign (2015-2024) articles, of which 8 were entered into the meta-analysis process as samples using the purposive non-random sampling method. The selected studies were analyzed using CMA2 software (Comprehensive Meta-Analysis Software).
Findings: Among the consequences of opportunism, 2 cases "company sustainable development, competitive advantage" had an effect size greater than (0.5), 3 cases "illegitimate duties, relative performance of company profit and employee value creation" had an average effect size between (0.30) and (0.5). Also, the fixed and random combined effect size of the meta-analysis review of the consequences of opportunism was equal to 0.015. Previous research indicated the existence of large heterogeneity in these variables as consequences of opportunism. In addition, according to the Rosenta and Arvin method, the propagation bias between the variables showed that their effect may not be reliable, because only 8 studies were examined.
Conclusion: For managers, this research emphasizes that the potential rewards of opportunism, such as competitive advantage, are not yet definitive enough to overlook its inherent risks (such as damage to trust and relationships); therefore, strategies should be formulated with caution and based on more conclusive evidence.
Methodology: The present study is descriptive in terms of purpose, applied in terms of type of use, and quantitative in terms of data type. The statistical population of the study included domestic (1390-1402) and foreign (2015-2024) articles, of which 8 were entered into the meta-analysis process as samples using the purposive non-random sampling method. The selected studies were analyzed using CMA2 software (Comprehensive Meta-Analysis Software).
Findings: Among the consequences of opportunism, 2 cases "company sustainable development, competitive advantage" had an effect size greater than (0.5), 3 cases "illegitimate duties, relative performance of company profit and employee value creation" had an average effect size between (0.30) and (0.5). Also, the fixed and random combined effect size of the meta-analysis review of the consequences of opportunism was equal to 0.015. Previous research indicated the existence of large heterogeneity in these variables as consequences of opportunism. In addition, according to the Rosenta and Arvin method, the propagation bias between the variables showed that their effect may not be reliable, because only 8 studies were examined.
Conclusion: For managers, this research emphasizes that the potential rewards of opportunism, such as competitive advantage, are not yet definitive enough to overlook its inherent risks (such as damage to trust and relationships); therefore, strategies should be formulated with caution and based on more conclusive evidence.
Keywords
)