Boundary spanner relational behavior and inter-organizational control in supply chain relationships
Dekker, Henri; Donada, Carole; Mothe, Caroline; Nogatchewsky, Gwenaëlle (2019), Boundary spanner relational behavior and inter-organizational control in supply chain relationships, Industrial Marketing Management, 77, p. 143-154. 10.1016/j.indmarman.2018.11.010
Type
Article accepté pour publication ou publiéDate
2019Journal name
Industrial Marketing ManagementVolume
77Publisher
Elsevier
Pages
143-154
Publication identifier
Metadata
Show full item recordAbstract (EN)
Boundary spanner relational behavior is considered critical in the successful management of buyer–supplierrelationships and may help avoiding high costs of more formal inter-organizational controls. Yet, the influence of partners' boundary spanners on effective supply chain collaboration has had much less inquiry than the influence of broader inter-organizational controls. We use survey data of 200 buyer–supplier relationships to examine how these individual and organizational control mechanisms influence the performance effects of interfirm colla- borations that vary in scope of activities undertaken. Findings show that collaboration scope as well as boundary spanner relational behavior and inter-organizational controls are positively associated with performance. The effect of collaboration scope on firm performance, however, also depends on both mechanisms but in opposite directions: while its influence on performance is enhanced by inter-organizational controls, relational behavior of partners' boundary spanners has a negative moderating effect, indicating that such behavior contributes more to the effective management of collaborations of narrow scope than those of broader scope.Subjects / Keywords
Buyer–supplier relations; Boundary spanners; Relational behavior; Inter-organizational control; Collaboration scope; Firm performanceRelated items
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