Capabilities that enhance outcomes of an episodic supply chain collaboration

Abstract

Absorptive capacity Collaborative process competence Collaborative engagement Buyer-supplier relationships Supply chain management Knowledge-based view, Relational view Perceived interdependence a b s t r a c tFirms are increasingly dependent on the knowledge and expertise in external organizations to innovate, problem-solve, and improve supply chain performance. This research examines two capabilities that enable firms to collaborate successfully as a means to combine knowledge and expertise in an episodic collaboration initiative. Building from two theoretical foundations, the knowledge-based and relational views of the firm, we examine the effects of absorptive capacity and collaborative process competence on the outcomes of an episodic collaboration initiative. Using structural equation modeling, we empirically validate the positive effect of absorptive capacity, collaborative process competence and level of engagement on the operational and relational success of a collaboration effort. Results show that collaborative process competence mediates the relationship between absorptive capacity and collaborative engagement, and positively influences both operational and relational outcomes. Finally, we offer suggestions for managers to improve the effectiveness of inter-firm collaboration initiatives and discuss future research opportunities.

Business process management and supply chain collaboration: effects on performance and competitiveness

“…Benefits can result in the form of cost reductions, better decision-making, revenue growth through resource synergy, product quality, innovation (based on sharing ideas and joint decision-making), shorter times to market, and improved value to customers (Li et al, 2006;Cao and Zhang, 2010;Zacharia et al, 2011). There are also risks from SCC -for instance, risks of increased operational complexity and of failure from loss of investments in money, time and delays, especially in a case where collaboration is unsuccessful (Matopoulos et al, 2007).…”

“…Drawing upon RV, it is proposed that when firms collaborate with SC partners, they will achieve more benefits than when they operate in isolation. In a similar vein, past research has used these two perspectives to explain the link between intra-and interorganisational levels and performance (Vachon and Klassen, 2008;Zacharia et al, 2009Zacharia et al, , 2011Cao and Zhang, 2011;Ramanathan and Gunasekaran, 2014).…”

The competition for supplier resources

“…The measure of selection capability is based on the work of Zacharia et al (2011), who measure a firm's capability to select opportunities for more collaborative relationships, and Lichtenthaler (2009), who found measures for recognizing opportunities in external environments. The selection capability construct is operationalized by asking the respondents to indicate their firm's capability to recognize opportunities for strategic collaborations, the capability to select suppliers with which their firm can successfully collaborate, the extent to which their firm has comprehensive information on state-of-the-art technologies within the supply base and the extent to which their firm can easily observe external sources of new technologies.…”

The ‘transaction X-ray’: understanding construction procurement

“…Gadde et al (2010) recognise that business relationships will always be characterised by both conflict and co-operation, as the parties simultaneously hold both contradictory and shared interests. However, Sako (1992) and Zacharia et al (2011) are among those who broadly support Latham's (1994) position that value creation will be enhanced through relationship building strategies. Lax and Sebenius (1986: p. 33) provide a useful practical insight No matter how much creative problem solving enlarges the pie, it must still be divided; value that has been created must be claimed.…”