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The impact of collaboration scope on inter-organizational controls and boundary spanners’ relational skills

Author

Listed:
  • Carole Donada

    (ESSEC Business School)

  • Caroline Mothe

    (IREGE - Institut de Recherche en Gestion et en Economie - USMB [Université de Savoie] [Université de Chambéry] - Université Savoie Mont Blanc)

  • Gwenaelle Nogatchewsky

    (DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique)

  • Gisèle de Campos Ribeiro

    (ESSEC Business School)

Abstract

The current research analyses the effect of inter-organizational management controls on boundary spanners' relational skills and firm performance, according to the scope (breadth or depth) of buyer–supplier relationships. Drawing on survey data from 232 buyer and supplierfirms engaged in bilateral collaborations for R&D, production, logistics, marketing/distribution or after-sales, this research confirms the need to account for collaboration characteristics. In deeper collaborations, relational skills are critical, and management controls have a negative moderating effect. In broad collaborations, the situation is reversed, and the use of management controls can compensate for a lesser influence of relational skills.

Suggested Citation

  • Carole Donada & Caroline Mothe & Gwenaelle Nogatchewsky & Gisèle de Campos Ribeiro, 2017. "The impact of collaboration scope on inter-organizational controls and boundary spanners’ relational skills," Post-Print hal-02105156, HAL.
    • Handle: RePEc:hal:journl:hal-02105156
    as

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