This paper examines cognitions and behaviors of organizational boundary spanners' individuals who work on the periphery of an organization and provide a bridge between external constituencies (e.g., customers and suppliers) and internal members (e.g., managers and support personnel). The specific focus of this study is on salespeople in B2B contexts. Direct and interactive effects of two inter-related mechanisms--trust and control- on salespersons' boundary linking function--building relationships with customers' are examined. In so doing, we attend to the dynamics of boundary spanners' role relationships with internal managers and external customers and examine how these dynamics ultimately 'trickle down' to influence sales outcomes in terms of sales performance, relationship quality and customer loyalty. To test this model, we use dyadic survey data from 210 salespeople in an industrial distribution company and their customers. Our results indicate that (1) trust and control mechanisms have significant ...