In developing the scales that represent unethical behavior in buyer–supplier relationships, it is important to note that questionnaire items representing activities listed in Table 1 but not included in the final scales in Table 3 might very well be relevant in some firms, including bribery and the use of facilitating payments. Further, managers must continually monitor and assess the ethicality of actions of purchasing personnel, as the perceptions of what is considered to be ethical and acceptable behavior can change over time (Trevisan, 1986; Wood, 1991) .
There are numerous antecedents to unethical behavior that have been proposed and even tested for in the extant literature. However, the objectives of this paper include an examination of the consequences of unethical behavior, rather than the many potential antecedents. Future research in this area could investigate the effect of such factors as the length of the relationship and the supplier’s nationality on the gaps between buyers’ and suppliers’ perceptions of unethical behavior in the relationship