Management control systems as inter-organizational trust builders in evolving relationships: Evidence from a longitudinal case study

Vélez, María L.; Sánchez, José Manuel; Álvarez‐Dardet, Concha

doi:10.1016/j.aos.2008.02.006

Cited by 130 publications

(171 citation statements)

References 41 publications

Supporting

Mentioning

159

Contrasting

Unclassified

Order By: Relevance

“…Control systems can enhance the level of trust between collaborators, particularly in the early phases, for example, since a control system can cope with social dilemmas (freeriding), prevent potential opportunistic behavior, and provide feedback that the collaboration is working well (Coletti et al 2005;Vosselman and van der Meer-Kooistra 2009). Strong trust can even be the basis for introducing new control systems, which in turn facilitate continued trust (Vélez et al 2008). Literature and some empirical findings thus suggest there are room for some creative interaction between monitoring and trust, and the following section will discuss two types.…”

Section: An Uneasy Relationship Between Monitoring and Trustmentioning

confidence: 97%

Between Monitoring and Trust: Commitment to Extended Upstream Responsibility

Boström

2014

J Bus Ethics

View full text Add to dashboard Cite

In line with the current trend toward sustainability and CSR, organizations are pressured to assume extended responsibility. However, taking such a responsibility requires serious and challenging efforts as it appears to involve a wider range of issues and increased need for close interaction between actors along commodity chains. Using a qualitative case study approach, the present article focuses on Swedish public and private procurement organizations with attention paid to textiles and chemical risks. It focuses on two crucial aspects of buyers' relationships with suppliers in their efforts to advance environmental responsibility-taking-monitoring and trust-as well as how they intersect. The aim is to demonstrate, both theoretically and empirically, the limits and possibilities of monitoring and trust for developing extended upstream responsibility. The article demonstrates the problems with, on one hand, simple ritualistic monitoring and, on the other, simple trust, and explores potentially constructive pathways to extended upstream responsibility at the intersection of monitoring and trust. In connection with the findings, the article argues that theories on responsible and sustainable supply chain management must also take the enormous variety of organizations into account: not only large, private, transnational companies, which the literature has until now been preoccupied with.

show abstract

Section: An Uneasy Relationship Between Monitoring and Trustmentioning

confidence: 97%

Between Monitoring and Trust: Commitment to Extended Upstream Responsibility

Boström

2014

J Bus Ethics

View full text Add to dashboard Cite

show abstract

“…However, formal CS are also used by distributors to improve their choices and actions, and to coordinate daily activities, mitigating uncertainty and helping them to reduce divergences with the supplier. This use by the controlled party, which is considered to have a positive effect on trust (Woolthuis, Hillebrande, and Nooteboom, 2005), has received significantly less attention (exceptions include Velez et al, 2008;Vlaar, Van den Bosch, and Volberda, 2007).…”

Section: Introductionmentioning

confidence: 97%

Do suppliers' formal controls damage distributors' trust?

Sánchez

Vélez

Ramón-Jerónimo

2012

Journal of Business Research

Self Cite

View full text Add to dashboard Cite

“…As such, controlling the foreign party's activities provides SMEs with warning signals should objectives not be met, and enables them to implement corrective actions, thus helping SMEs to achieve their foreign goals [96]. Moreover, the process of agreeing on standards for the foreign party's conduct provides the benefit of aligning objectives and coordinating activities, targets, and norms [97]. Control can comprise numerous practices, which are usually subsumed in terms of formal (or objective) and informal (or social) control [98,99].…”

Section: Trust Control and Learningmentioning

confidence: 99%

Success through Trust, Control, and Learning? Contrasting the Drivers of SME Performance between Different Modes of Foreign Market Entry

Holtgrave

Onay

2017

Administrative Sciences

View full text Add to dashboard Cite

Globalization and international competition have driven a large number of small-and medium-sized enterprises (SMEs) to enter foreign markets. However, current knowledge on which factors determine SMEs' foreign market performance and secure their success is limited. Using empirical data on 280 German SMEs' activities in Arab markets, we contrast the performance effect of trust with those of control and learning (three of the most prominently studied success factors) across three different structural modes of market entry: non-equity entry, cooperative entry, and wholly-owned subsidiaries. Our results reveal marked differences between the three entry modes and we offer a detailed discussion of the underlying structural and cultural reasons. Consequently, this study allows for a comprehensive understanding of the determinants of SMEs' foreign market performance and provides relevant advice as to which managerial approach to emphasize for which mode of foreign market entry.

show abstract

Management control systems as inter-organizational trust builders in evolving relationships: Evidence from a longitudinal case study

Cited by 130 publications

References 41 publications

Between Monitoring and Trust: Commitment to Extended Upstream Responsibility

Between Monitoring and Trust: Commitment to Extended Upstream Responsibility

Do suppliers' formal controls damage distributors' trust?

Success through Trust, Control, and Learning? Contrasting the Drivers of SME Performance between Different Modes of Foreign Market Entry

Contact Info

Product

Resources

About