Purpose -Collaboration has been referred to as the driving force behind effective supply chain management and may be the ultimate core capability. However, there is a fairly widespread belief that few firms have truly capitalized on its potential. A study was undertaken to assess the current level of supply chain collaboration and identify best practice. Design/methodology/approach -Supply chain executives provided insights into collaboration. Survey data, personal interviews, and a review of the collaboration literature were used to develop a conceptual model profiling behavior, culture, and relational interactions associated with successful collaboration. Findings -Positive collaboration-related outcomes include enhancements to efficiency, effectiveness, and market positions for the respondents' firms.Research limitations/implications -The small sample size represents a limitation, but is balanced by the quality of the respondent base and their expertise/experience. Another limitation involves securing input from only one party to the collaborative relationships. Developing a longitudinal study would help determine how collaboration-related factors and relationships change over time. Practical implications -Several respondents mentioned a "blurring of lines" between organizations contrasted to an "us vs them" approach. This was expressed in a number of different ways -treating the arrangements as if they both were part of the same operation, treating them as co-owned, and employing a new focus on the best common solution. Many of the respondents indicating rewards are not distributed evenly still admitted they get enough "out of" the collaborative arrangements to make it worthwhile. Originality/value -Real-world practical experiences are recounted involving many of today's top companies.

a b s t r a c tThe current empirical study examines the intention to use and subsequent implementation of a supply chain technology. Specifically, the authors extend the technology acceptance model (TAM) to incorporate the state of the technology environment (technological turbulence) and the extent to which other supply chain technologies have already been adopted by the firm (technological breadth). A series of seemingly unrelated regressions (SUR) were used to analyze survey data from 195 respondents. The results show that in technologically turbulent environments, the relationships between the firm's perceived usefulness and ease of use and the firm's intention to use a supply chain technology are stronger. The study also finds that the relationship between the firm's intention to use a supply chain technology and the implementation of the technology is weaker in firms with greater technological breadth.

Supply chain management is rapidly growing as both a strategic initiative and an academic discipline. As firms increasingly include their supply chain partners in the development of business strategy, researchers will have to constantly reevaluate the underlying themes and emergent theories of strategic logistics, management, and marketing by introducing new topics and revisiting seminal extant results. As such, this research was developed to explore the important concept of supply chain integration through strategic governance theory development. Since supply chain governance is a relatively new topic, a grounded study of both new and existing integration facilitators and barriers is presented. The study was initiated with a qualitative “managerial” development of scale items followed by a full empirical analysis. The result is an industry based returning to the source methodology for testing current governance related issues in industry. Contributions include the development of multiple dimensions of supply chain governance across facilitators and barriers, an explanation of the interplay between governance facilitators of, and barriers to, integration, a discussion of strategic level managerial implications, and a call for the future extension of governance research into the theory wanting domain of logistics and supply chain management.

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This manuscript explores the importance of both technological readiness and technological complementarily in the management of supplier logistics service quality and performance. From a resource based perspective, the results support the importance of technological readiness and technological complementarity as important capabilities for supply chain firms in attaining superior logistics service quality. Additionally, the long standing belief that logistics service quality is a core competency that impacts superior performance is upheld. Finally, this manuscript gives managers insight into the dynamics of managing technology across partnerships.