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This study examines the changing use of controls to manage an ongoing inter‐organisational collaborative relationship. We do this by studying the development of an open innovation relationship using a case study informed by concepts from neo‐old institutional economics and Simons’ levers of control. Data was collected via semi‐structured interviews and an analysis of documents. Our findings suggest...
Recent years have witnessed various changes in organisational structures and seen the increasing importance of lateral relations. The objective of this paper is to explore the nature of lateral relations and to develop a framework for conceptualising the elements of a ‘governance package’ for lateral relationships. Drawing on two illustrations – one of lateral relations between organisations and the...
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