Boundary spanning in multiple supplier development initiatives: an exploratory study

Abstract

PurposeBoundary spanners link their internal organization with its external environment. In the present research, the authors study supply managers who build a bridge between a large original equipment manufacturer (OEM) and its network of suppliers. The purpose of this paper is to explore how boundary spanners mediate between internal (buyer) and external (supplier) managers in supplier development (SD) initiatives.Design/methodology/approachThis paper adopts a qualitative case method to study an OEM pursuing multiple SD initiatives with multiple suppliers simultaneously. Data consist of interviews and non-participant observations conducted over a period of 14 months.FindingsThe findings of this paper highlight the mediation tasks that emerge at the organizational interface in advanced SD undertakings. Based on the analysis, this paper demonstrates how the nature of three core boundary-spanning activities, information mediation, reaching compromises and strategic communication, differ in four general SD conditions.Research limitations/implicationsThe present paper advances the understanding of individual-level buyer–supplier tensions in SD. It makes a theoretical contribution that sits in the intersection between boundary spanning and SD.Practical implicationsThis paper increases managers’ knowledge of a range of required SD mediation activities and provides an overview of where they unfold.Originality/valueThis paper breaks new ground by creating knowledge that extends beyond four dominant trends in SD research: SD as organizational-level behavior, SD as a generic set of activities, SD as a single performance improvement area and SD as a dyadic management task.