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Journal of the Academy of Marketing Science
Published in: Journal of the Academy of Marketing Science 3/2015

01-05-2015 | Original Empirical Research

A meta-analytic review of the effects of organizational control in marketing exchange relationships

Authors: Jody L. Crosno, James R. Brown

Published in: Journal of the Academy of Marketing Science | Issue 3/2015

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Abstract

A growing body of empirical research has investigated various aspects of control in exchange relationships; however, understanding of this phenomenon is still in its infancy. The objective of our research is to review this literature quantitatively with meta-analysis to derive some empirical generalizations and reconcile the contradictory results about the effects of organizational control in marketing exchange relationships. This study finds that process and output control generally produce positive outcomes, especially when used jointly. It also finds that, because control encompasses more than monitoring alone, the former is generally more effective in producing positive outcomes. Our research also finds that organizational control can have either positive or negative consequences depending on the organizational setting (i.e., interorganizational vs. intraorganizational context)
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Appendix
Available only for authorised users
Footnotes
1
Because process control is sometimes referred to as behavior control (Anderson and Oliver 1987), we use these terms interchangeably.
 
2
Professional controls are enacted “when peers within one’s work unit engage in collegial interaction, discussion, and informal evaluations of a colleague’s work,” while self-control is enacted “when the individual shows commitment and willingness to take responsibility for his or her job” (Jaworski and MacInnis 1989, p. 408).
 
3
A complete list of studies included in the analysis is available upon request.
 
4
A technical appendix is available upon request.
 
5
We performed multiple-group analysis to test statistically for differences in parameter estimates between the IO and WF samples (Byrne 2001; Jöreskog and Sörbom 1989). A two-group model that imposed no constraints on the parameters was found to fit the data acceptably (χ 2 = .00, df = 4, p = 1.00). This fit statistic provided the baseline against which we compared the fit of alternative models. In the first alternative model, we set all of the structural parameters in the IO equal to those of the WF sample. The change in the chi-square fit index was statistically significant (Δχ2 = 209.99, df = 10, p < .01), indicating that the structural parameters do differ between the IO and WF samples (see Fig. 1).
 
6
Fig. 1 and Table 5 indicate that relationship quality also mediates the effects of control, more so on opportunism than on performance. We emphasize opportunism because its mediating effects are stronger than those for relationship quality.
 
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Metadata
Title
A meta-analytic review of the effects of organizational control in marketing exchange relationships
Authors
Jody L. Crosno
James R. Brown
Publication date
01-05-2015
Publisher
Springer US
Published in
Journal of the Academy of Marketing Science / Issue 3/2015
Print ISSN: 0092-0703
Electronic ISSN: 1552-7824
DOI
https://doi.org/10.1007/s11747-014-0386-5

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