Partner management – managing service partnerships in the supply chain – a systemic perspective

Abstract

PurposeThe purpose of the research is to shed light on the question of how elements of a partnership system interact to provide a basis for an enhanced performance management framework.Design/methodology/approachA structured literature review is followed by a longitudinal case study (action research), which combines qualitative and quantitative analyses. Observations over time, documents such as contracts, joint agreements, meeting agendas and minutes, personal conversations and in‐depth interviews were mainly used, with quantitative measurement of operational and relational performance. For an in‐depth analysis of interdependencies, a systemic perspective based on an interaction analysis of relevant elements of the partner management system was adopted.FindingsThe paper draws upon real‐life data from service partnerships in the automotive industry. Combining a longitudinal multi‐dyadic approach with action‐based research makes it a unique opportunity to reveal insights into the development of performance‐based partnerships. The paper illustrates enablers, limitations, and conflicting circumstances in partnering highlighting the role of incentives and derives propositions for a comprehensive framework for a performance‐oriented partner management.Research limitations/implicationsOwing to the limited number of case studies, this research is considered mainly exploratory. The presented case study is an essentially illustrative example of the implementation and development of performance‐oriented partnerships. The insights provide a better and deeper understanding of the dynamics of forming partnerships in reality, especially limitations and pertinent expectations regarding performance management in partnerships. There remains a need for further research for success‐related dimensions and antecedents of partnering concepts in a general industry approach.Originality/valueThe paper draws upon real‐life data from service partnerships in the automotive industry. Combining a longitudinal multi‐dyadic approach with action‐based research makes it a unique opportunity to reveal insights into the development of performance‐based partnerships. The paper illustrates enablers, limitations, and conflicting circumstances in partnering highlighting the role of incentives and derives propositions for a comprehensive framework for a performance‐oriented partner management.