Controlling inter-organizational relationship transformation

TL;DRAbstract

Drawing on theories of social exchange and strategic change, this paper presents a longitudinal study of a retail buyer’s attempts to accelerate the transformation of three arm’s length supplier relationships into relationships characterized by a collaborative atmosphere and integrated activity structure. We find that these largely thwarted attempts are characterized by three paradoxes. (1) Attempts to force the pace of change leads to clashes as change subjects do not have sufficient time to develop capabilities needed to collaborate and acquaint themselves with their counterparts. Processing at a slower pace may, however, lead to loss of momentum and enthusiasm among staff. (2) Attempts to change structures and systems may rely on developments in relationship atmosphere. Relationship atmosphere, on the other hand, may not develop without a clear path towards new activity structures. I.e., the sequencing of change activities is a challenge to change agents. (3) Also timing of change i

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