Management controls and their links with fairness and performance in inter‐organisational relationships

Abstract

AbstractThis study seeks to contribute to inter‐organisational management control literature by examining the impact of the use of management controls on fairness and performance. Findings from a survey of 232 Australian inter‐organisational relationships reveal that the use of social controls could improve procedural, distributive and interactional fairness. In turn, distributive and interactional fairness could lead to high levels of perceived relational performance. Additional analyses also confirm that formal and social controls are used as complements in managing inter‐organisational relationships.