Impact of interdependence between supply chain partners on strategic alliance outcomes

Abstract

PurposeThe aims of this paper are: to argue the role of Kelley's personal relationship theory (PRT) in explaining the maintenance and success of alliance outcomes; to argue the inclusion of communication between supply chain partners as a major component of relationship capital in addition to trust and commitment; to test the impact of interdependence between supply chain partners on strategic alliance outcomes; and to test the role of relationship capital as a mediating construct between interdependence.Design/methodology/approachA questionnaire was constructed and sent to 2,156 supply chain managers in Malaysia. The questionnaire captured three constructs: interdependence – task, goal and reward; relationship capital – trust, commitment, and communication; and strategic alliance outcomes – goal, value‐creation, and re‐evaluation. The companies were selected randomly from the Federation of Malaysian Manaufacturers (FMM) directory. Structural equation modeling (SEM) was used to test the hypotheses.FindingsThe major findings are: communication must be included as a major component of relationship capital in addition to trust and commitment; Kelley's PRT plays a prominent role in explaining the maintenance and success of strategic alliance outcomes; interdependence has a significant relationship with relationship capital; relationship capital has a significant relationship with strategic alliance outcomes; and relationship capital acts as a pure mediator between interdependence and strategic alliance outcomes.Originality/valueThis research contributes significantly to the theoretical and empirical developments that enrich the strategic alliance literature.

A visão de um fornecedor-chave sobre a colaboração com a montadora

“…Sodhi & Son (2009) demonstraram empiricamente que elementos estratégicos possuem grande relevância na performance de uma cadeia dita colaborativa. Na verdade, a literatura científica é deveras rica quando se trata de alianças estratégicas e seu impacto nas cadeias de suprimentos e muitas teorias são utilizadas (Sambasivan et al, 2011;Cao & Zhang, 2011). A vantagem do modelo adotado está na sua simplicidade, a qual organiza a complexidade dessas teorias priorizando alguns elementos simples.…”

“…(ii) interdependência: é um subconstructo relacionado à capacidade das empresas de se aproximarem estabelecendo dependência Lusch & Brown, 1996), criando relações que não são descartáveis, envolvendo coordenação e uma estreita integração de operações, diminuindo assim as chances de os parceiros agirem de forma egoísta (Sambasivan et al, 2011;Clark & Lee, 2000);…”

Making Strategic Decisions on B2b E-Commerce Models: An Empirical Study on Australian Agribusinesses

“…On the other hand, there are seven external influencing factors identified from the literature that may impact strategic decision making. These are: (1) type of industry or sector 26, 33 ; (2) buyers and suppliers 26,39 ; (3) competitors 31,32 ; (4) environmental factors 10,22 ; (5) market trends 40,41 ; (6) consultants 42,43 ; and (7) strategic partners 26,44 .…”

Supply Chain Integration Strategy: A Conceptual Model of Supply Chain Relational Capital Enabler in the Malaysian Food Processing Industry

“…From the above discussion, it could be argued that the collaborative and integrative advantage could not be achieved by firms due to the disability of firms to collaborate with supply chain partners effectively and efficiently. As an evidence, Spekman, Jr, and Myhr (1998) reported that 60 per cent of firms failed in supply chain partnership initiative, and approximately 70 per cent of supply chain relationship tend to fail (Sambasivan, Siew-Phaik, Mohamed, & Leong, 2011). This in turn has contributed to a negative implication of SCI on firm's operational performance in terms of flexibility, delivery, cost and quality.…”

“…Those soft behavioural attributes are claimed to be vital elements in supply chain relational capital (SCRC), particularly in the food processing industry due to high customer's requirement towards product quality, safety and fast delivery in recent years. However, to establish and maintain supply chain relationship such as integration remained formidable and challenging (Sambasivan et al, 2011) owing to the lack of understanding regarding on the relevant factors that might contribute to the success of supply chain integration (Richey, Chen, Upreti, Fawcett, & Adams, 2009). Both, trust and commitment are perceived as a cornerstone of supply chain partnership and imperative aspect of relational exchanges between firm and supply chain partners (Kwon & Suh, 2004) Indeed, Han (2013) revealed that both relational capital dimensions, trust and commitment have significant relationship with cooperative improvement.…”