The influence of collaboration-oriented organisational capabilities on supply chain competence among small and medium enterprises

Abstract

Orientation: In the contemporary business environment, there is need for firms to strategically interact with partners beyond boundaries, and by collaborating these firms can access resource and technologies beyond their limits.Research purpose: The aim of this study was to investigate the influence of collaboration-oriented organisational capabilities (COOC) on supply chain competence among small and medium enterprises (SMEs) in Zimbabwe.Motivation for the study: Small and medium enterprises in Zimbabwe have experienced limited growth, primarily because of their failure to nurture and steer their competencies. The literature suggests that there is value in synchronised cooperative and competitive interactions between firms as such interactions incentivise the pursuit of shared interests.Research design, approach and method: Through a cross-sectional survey, data were collected from 388 SMEs in Zimbabwe, and structural equation modelling was used to analyse the data.Main findings: The study specifically found that there is a positive and significant relationship between collaboration-oriented capabilities and supply chain competence.Practical/managerial implications: The results of this study demonstrate the critical role of organisational capabilities in achieving supply chain competence. The study proves that collaborative capabilities are central to the supply chain success of SMEs, with the possibility of influencing also the firm’s sustainable competitive advantage in line with the dynamic capabilities theory.Contribution/value-add: This study sheds light on the possibility of enhancing the overall supply chain competence of SMEs by establishing and empirically testing the relationships between COOC and supply chain competence.Keywords: customer interaction management capability; partnering proactiveness; supply chain competence; alliance management capability; SMEs; small and medium enterprises.

The relationship between green supply chain and green innovation based on the push of green strategic alliances

“…Furthermore, our findings suggest that the impact of GSA on radical innovation might be slightly stronger than on incremental innovation. This could be attributed to the fact that GSAs tend to adopt a strategic and longterm perspective (Niesten & Jolink, 2020;Pooe & Munyanyi, 2019), along with a shared vision of driving substantial environmental change (Tower et al, 2021;Yang & Yan, 2020). As a result, these alliances bring together partners with diverse mindsets who are inclined to take risks, challenge conventional practices, and pursue transformative innovations.…”

“…Such partnerships allow both partners to leverage each other's strengths (Arag on-Correa & Sharma, 2003;Niesten & Jolink, 2020;Pooe & Munyanyi, 2019). Muthusamy and White (2005) delved into the effects of social exchange processes between alliance partners on the extent of learning and knowledge transfer within a strategic alliance.…”

It joins all – Synchronicity: How technology is reshaping our understanding of collaboration

“…External collaboration implies the implementation of technologies and connective ability of companies that will allow collaboration using external skills and knowledge for development and growth (Pooe & Munyanyi 2019). In a connected world, companies can collaborate with specialists and other companies to improve efficiencies and tap into specialist knowledge and resources.…”

Contratos de sustentação de valor: uma estrutura de governança para ativos específicos, estratégicos e difíceis de mensurar

“…Há estudos anteriores que debatem a eficiência das estratégias de colaboração no uso de recursos entre universidade e indústria (Franco & Haase, 2015); pautam a relevância das informações e conhecimentos compartilhados entre parceiros para atingir objetivos comuns (Niesten & Jolink, 2015); apontam que diante de ações de cooperação em contexto de sustentabilidade, as formas de governança colaborativas (híbridas) são necessárias para criar legitimidade de tecnologias sustentáveis, sendo capazes de melhorar desempenhos social, ambiental e de governança (Nieste, Jolink, Jabbour, Chappin, & Lozano, 2017). Em especial, a discussão sobre a relevância da cooperação e a necessidade de coordenação para o planejamento estratégico de cadeias de suprimento (Pooe & Mahlangu, 2017;Pooe & Munyanyi, 2019;Neves, Kalaki, Rodrigues, & Gray, 2019) também é um tema emergente.Entretanto, a elaboração deste artigo foi motivada por considerar a ausência de discussões anteriores sobre a organização da colaboração vertical associada (em nível de cadeia produtiva) à competição horizontal (nível de empresa), amparada por híbridos formais, o que caracteriza um gap teórico ainda não abordado. Assim, este estudo se diferencia dos anteriores, uma vez que propõe o racional para análise de transações entre agentes de uma cadeia produtiva, com foco na obtenção de Vantagem Competitiva Sustentável (VCS), frente aos seus concorrentes.…”

“…As estratégias de coordenação são amplamente discutidas na literatura (Lambert, 2008;Zylbersztajn & Neves, 2010;Santos, Ferraz, Falqueto, & Verga, 2017;Pooe & Mahlangu, 2017;Pooe & Munyanyi, 2019). Essas estratégias sugerem que VC são obtidas por meio do alinhamento da estrutura de governança aos atributos da transação de forma adequada (Williamson, 1985;Jacobides & Winter, 2005;Crook, Combs, Ketchen, & Aguinis, 2013;Esteves, Oliveira, & Milanez, 2020) e consequentemente por sua capacidade de reduzir custos de transação e de mensuração (Ghozzy et al, 2016).…”