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 Stlzle. Following his doctorate, he moved to industry working in project management.

The Editors:

The series Suppy Chain Management is edited by Prof. Dr. Wolfgang Stlzle and Prof. Dr. Michael Essig.

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.