Purpose The purpose of this paper is to investigate the relationship between relational capital and supply chain collaboration (SCC) and how this relationship relates to innovation. The authors propose a theoretical framework to illustrate the effect of relational capital on three dimensions of collaboration and radical and incremental innovation. Design/methodology/approach The paper has a quantitative approach. The authors conducted the survey to collect the data from 225 suppliers in the Hunan province of China. The proposed model is tested with exploratory factor analysis, confirmatory factor analysis and structural equation modelling. Findings The findings show that relational capital can facilitate information sharing and benefit/risk sharing when firms work together to achieve innovation. Furthermore, the results indicate that relational capital leads to radical innovation through facilitating information sharing among firms and helps in generating incremental innovation by encouraging firms to share risks and benefits with their partners. Practical implications The findings of this study give some suggestions for managers of the firms in terms of building their collaborative strategies. Managers should exploit relational capital to build successful and long-term collaboration. Also, through relational capital, managers can share information to create radical innovation or pool risks and share benefits with their customers to achieve incremental innovation. Originality/value This study provides a nuanced understanding of the relationship between relational capital, different dimensions of SCC and innovation in the context of a developing economy. Moreover, the findings provide a clearer understanding of the collaborative mechanism of relational capital and collaboration to achieve radical and incremental innovation.

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The aim of our study is to take a closer look at three dimensions of social capital (SO) and explore the relationship between social capital sub-dimensions and three types of supply chain collaboration. This study provides an in-depth examination of social capital's effect on supply chain collaboration. We developed a comprehensive framework between cognitive, structural and relational capital dimensions and SC collaboration dimensions including information sharing, joint decision making, and benefit/risks sharing. The quantitative method was employed to investigate 249 firms located in Vietnam. The findings of this study provide some important implications for scholars and practitioners to establish and maintain a long-term relationship. The distinguishing between social capital sub-dimensions and collaboration can help managers to design collaborative strategies which will serve for the benefits of the entire supply chain.

Despite the importance of social capital (SCt), its influence on supply chain (SC) resilience and performance is not sufficiently understood. The aim of the research is to analyze the relationship between social capital, supply chain resilience and supply chain performance. This paper is surveybased research which used data of 203 firms from Hanoi. The hypothesis model is examined by structural equation modeling. Empirical examinations indicate that social capital positively impacts supply chain resilience and performance. The outcomes of our study could provide a guideline for practitioners on improving the ability of supply chain to cope with changes and help firms avoid disruptions and improve SC performance.

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