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dc.contributor.authorSande, Jon Bingen
dc.contributor.authorHaugland, Sven A.
dc.date.accessioned2015-07-30T08:23:25Z
dc.date.available2015-07-30T08:23:25Z
dc.date.issued2015
dc.identifier.citationInternational Journal of Research in Marketing, 32(2015)2: 187-194nb_NO
dc.identifier.issn0167-8116
dc.identifier.issn1873-8001
dc.identifier.urihttp://hdl.handle.net/11250/293913
dc.descriptionThis is the authors’ accepted, refereed and final manuscript to the articlenb_NO
dc.description.abstractStudies show that failing to align formal contracts with transaction attributes reduces relationship performance. However, few studies consider either how the effects of misalignment differ across outcome types or the mechanisms through which misalignment affects performance. This study examines the effects of misaligned formal contracting on two types of outcomes, i.e., end-product enhancements and cost reductions, and on one mechanism through which misalignment affects performance, i.e., relational contracting. Using survey data from 305 buyer–supplier relationships in the Scandinavian wood industry, the findings suggest that (1) misalignment has a significantly stronger negative effect on end-product enhancements than on cost reductions, and (2) relational contracts mediate the effect of misaligned formal contracting on performance. Firms in the sample experience significant misalignment-related losses of 10.3% and 5.3% in end-product enhancements and cost reductions, respectively. The findings suggest that misalignment is particularly harmful to performance outcomes that rely on relational contracting, such as end-product enhancements.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.titleStrategic performance effects of misaligned formal contracting: the mediating role of relational contractingnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.source.journalInternational Journal of Research in Marketingnb_NO
dc.identifier.doi10.1016/j.ijresmar.2015.02.002
dc.description.localcode2, Forfatterversjonnb_NO


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