a b s t r a c tAcademics have increasingly recognized the benefits derived from social networks embedded within companies' buyer-supplier relationships. However, prior research has only examined the influence of social capital elements on performance, either individually or in part. We propose an integrative model examining the relationships among relational, structural and cognitive dimensions of social capital, and between these dimensions and the cost and innovation performance of the firm. A sample of 163 buyer-supplier relationships is used to test the model. Regression results indicate that the relational dimension of social capital fully or partially mediates the effect of the cognitive dimension on performance, and partially mediates the link between the structural dimension, operationalized as social interaction ties, and innovation performance. Further, high levels of legal bonds were found to moderate the relationship between the relational dimension of social capital and performance outcomes. Implications for theory and managers are discussed.Crown

Purpose-Building social capital within buyer-supplier relationships is often associated with high performing supply chains. However, little research has examined the mechanisms by which social capital is formed. Our paper examines the effects of relational and contractual governance mechanisms on the formation of social capital under varying levels of demand and supply uncertainty. Approach-A conceptual framework is developed, grounded in the literature on supply chain management and social capital theory. Findings-We develop a series of propositions showing that relational governance leads to the formation of social capital under conditions of supply uncertainty, but is subject to opportunism when customer product demand is uncertain. By contrast, in conditions of high demand uncertainty, contractual governance is associated with social capital formation. Practical implications-Our study illustrates the need for managers to consider both the way in which their choice of governance mechanisms (contractual and relational) contributes to social capital, as well as highlighting the contingent nature of these mechanisms depending on the environmental context. Originality/value-This work is a novel contribution, applying social capital theory to the literature on supply chain management.

Purpose-Whilst e-procurement has significant potential to reduce the purchasing costs of an organisation, the realisation of these savings requires user compliance. In this paper we examine the extent to which user-perceived e-procurement quality (operationalised through the dimensions of professionalism, processing, training, specification, content, and usability) influences both system and contract compliance. Design/methodology/approach-User perceptions of e-procurement quality were examined in four UK organisations using survey data from 274 respondents. Findings-We find strong evidence of a positive relationship between user-perceived eprocurement quality and both system and contract compliance. System compliance was most strongly influenced by professionalism and content dimensions, whilst contract compliance was most strongly influenced by processing, specification and content dimensions. Research limitations-Data were collected from e-procurement users in four organisations, which may limit the extent to which findings can be generalised. Practical implications-User perceptions of e-procurement provision significantly influence system and contract adoption. Practitioners should pay attention to management of different dimensions of perceived quality as they may have different effects on both contract and system compliance. Originality/value of the paper-This study is the first to empirically assess the relationship between user-perceived e-procurement quality and compliance. Our findings challenge the assumption that the monopolistic dynamics common within internal services, such as eprocurement provision, are sufficient to ensure compliance. Dissatisfied individuals invariably find ways to circumvent mandatory systems and contracts.