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dc.contributor.authorHoward, MB
dc.contributor.authorRoehrich, J
dc.contributor.authorLewis, M
dc.contributor.authorSquire, B
dc.date.accessioned2017-07-24T13:22:12Z
dc.date.issued2017-11-28
dc.description.abstractThis paper explores the dynamic interplay of formal/informal governance mechanisms, in terms of functional and dysfunctional consequences for both sides of the dyad, in long-term inter-organizational relationships. Using two longitudinal cases of UK defence sector procurement (warship commissioning) we move beyond notions of complementarity and substitution in governance towards a more nuanced view where the governance mix of inter-organizational relationships can be convergent or divergent. Our findings, showing that relationships can exhibit functional and dysfunctional behavior simultaneously, lead us to conclude that mismatches in governance mechanisms can be positive as well as negative. In building a context dependent understanding of governance we both summarize the (dys)functions associated with formal and informal governance mechanisms, and explore their impact on relationship exchange performance over time.en_GB
dc.identifier.citationPublished online 28 November 2017en_GB
dc.identifier.doi10.1111/1467-8551.12254
dc.identifier.urihttp://hdl.handle.net/10871/28597
dc.language.isoenen_GB
dc.publisherWiley for British Academy of Managementen_GB
dc.rights.embargoreasonPublisher policyen_GB
dc.rights© 2017 British Academy of Management
dc.subjectInter-organizational relationshipsen_GB
dc.subjectperformanceen_GB
dc.subjectcontractsen_GB
dc.subjectlongitudinal researchen_GB
dc.titleConverging and Diverging Governance Mechanisms: The Role of (Dys)Function in Long-term Inter-organizational Relationshipsen_GB
dc.typeArticleen_GB
dc.identifier.issn1045-3172
dc.descriptionThis is the author accepted manuscript. The final version is available from Wiley via the DOI in this record.
dc.identifier.eissn1467-8551
dc.identifier.journalBritish Journal of Management.en_GB


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