A company's ability to best exploit performance potentials within buyer-supplier relationships has become a critical success factor in securing competition and improving a company's overall performance. Implementation of suitable mechanisms and execution of control activities across company boundaries - commonly executed by both partners - is often insufficient because actual improvement potentials are not identified correctly. Embedded in a contingency-based research framework, the author combines several statistical methods to empirically analyze causal relationships between performance and contingent performance-determinants. Resulting in a control process-oriented guideline, findings support companies in the design and use of performance control systems in buyer-supplier relationships and open the field for further research.

Contents

n A contingency-based model to better understand conditions under which managerial control in an inter-organizational context is effective

n Implications for performance evaluation processes to systemize and quantify the impact of contingent external factors on performance

n Assessment of the mediating effect of control on the relationship's performance

Target Groups

· Researchers and students of business with a focus on administration supply chain management and management accounting

· Supply chain managers

The Author:

Dr. Konstantin Gebert received his doctor's degree in business administration from the University of St. Gallen at the chair of Prof. Dr. Wolfgang Stölzle. Following his doctorate, he moved to industry working in project management.

The Editors:

The series Suppy Chain Management is edited by Prof. Dr. Wolfgang Stölzle and Prof. Dr. Michael Essig.

Autorentext

Dr. Konstantin Gebert received his doctor's degree in business administration from the University of St. Gallen at the chair of Prof. Dr. Wolfgang Stölzle. Following his doctorate, he moved to industry working in project management.

Inhalt
A contingency-based model to better understand conditions under which managerial control in an inter-organizational context is effective.- Implications for performance evaluation processes to systemize and quantify the impact of contingent external factors on performance (based on variance analysis).- Assessment of the mediating effect of control on the relationship's performance (based on structural equation modeling).- A control process-oriented guideline, helping managers to systematically identify and analyze the weak points of their cross-company control activities.