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dc.contributor.authorNogatchewsky, Gwenaëlle
dc.date.accessioned2010-01-11T14:26:51Z
dc.date.available2010-01-11T14:26:51Z
dc.date.issued2004
dc.identifier.urihttps://basepub.dauphine.fr/handle/123456789/2871
dc.description.abstractfrThis paper studies the influence of two properties of interdependence – magnitude and relative asymmetry- on the buyer's control on its supplier. Four dimensions of control are examined: the objects of the control (results, working processes, behaviours and supplier characteristics), the means of the control (market, organisation, social control), the influence strategies (more or less coercive), and also the reaction of the supplier. The research is based on a case study conducted within an equipment component maker and its supplier in the automobile industry. The study shows that the modes of control used by the buyer firm depends on the power-dependence relationship with its supplier. Moreover, the development of interpersonal relationships seems to be a strategy of informal control for the dominated party.en
dc.language.isoenen
dc.subjectinter-organisational controlen
dc.subjectinterpersonal relationshipsen
dc.subjectmagnitudeen
dc.subjectrelative asymmetryen
dc.subjectpower-dependenceen
dc.subjectbuyer-supplier relationshipen
dc.subject.ddc657en
dc.subject.classificationjelM41en
dc.titleThe effects of perceived interdependence on interorganisational controlen
dc.typeCommunication / Conférenceen_US
dc.description.sponsorshipprivateouien
dc.subject.ddclabelContrôle de gestion Comptabilitéen
dc.relation.conftitle27th EAA Annual Congress (European Accounting Association)en
dc.relation.confdate2004-05
dc.relation.confcityPragueen
dc.relation.confcountryRépublique tchèqueen


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