Samenvatting

Making interorganizational cooperation successful proves a daunting task. While cur-
rent approaches to interorganizational performance management (PM) highlight why
interorganizational cooperation matters and which phases are required, it remains
silent on the dynamics of interorganizational PM. That is, how can PM evolve with and
contribute to interorganizational cooperation. The purpose of this paper is to increase
understanding of interorganizational PM. To this end, it develops a structure and pro-
cess foundation of interorganizational value creation, and it provides a model that shows
how processes of organizational and interorganizational PM co-evolve. The study starts
by providing insight into differences between organizational and interorganizational
PM. It then presents five approaches pertaining to performance in interorganizational
cooperation. The paper distinguishes strategic–economic, PM, supply-chain manage-
ment, organizational and marketing approaches. These approaches are related from
a structure and process angle and are used to develop a co-evolutionary model of in-
terorganizational PM. The resulting conceptualization has implications for research on
new modes of complex and heterogeneous interorganizational value creation. The paper
elaborates on these implications, pointing to new directions for future PM research.