Adopting a purely quantitative research design does not give a comprehensive picture of how and why the dimensions of a collaborative culture influence supply chain collaboration. These studies are mostly quantitative ( Cao & Zhang, 2012 Kumar et al., 2016 Ralston, 2014 Seo, Dinwoodie & Roe, 2016) and focused primarily on whether collaborative culture predicts supply chain collaboration ( Cao & Zhang, 2012). Hence, there is a need to not only obtain quantitative results but to explain such results in more detail in terms of detailed respondent views and perspectives.įurthermore, literature has no evidence on the use of mixed-methods design in assessing how a collaborative culture influences supply chain collaboration. More so, previous studies on collaborative culture and supply chain collaboration failed to sufficiently explain the contexts behind reported quantitative relationships ( Cao & Zhang, 2012 Kumar et al., 2016 Lei et al., 2017 Nyaga, Whipple & Lynch, 2010 Piboonrungroj, 2012 Zhang & Cao, 2018 Acquah, Naude & Sendra-García, 2021). However, assessing these sub-construct-level relationships could help explore alternative models that make the findings more useful for decision-makers ( Cao & Zhang, 2012). These studies also tested only the construct-level structural models – thereby ignoring the nature of relationships between the dimensions of collaborative culture and supply chain collaboration. Further, a common theme that runs through the literature on collaborative culture and supply chain collaboration is the conceptualization of a collaborative culture construct as an all-embracing composite. Prior research on the role of a collaborative culture in influencing supply chain collaboration suggests that a collaborative culture positively predicts supply chain collaboration ( Cao & Zhang, 2012 Kumar, Banerjee, Meena & Ganguly, 2016 Lei, Le & Nguyen, 2017 Zhang & Cao, 2018). For supply chains to realize the value of supply chain collaboration, further investigation is needed, even though it seems to have enormous potential ( Cao & Zhang, 2012). Cao & Zhang (2012) note that collaboration as a supply chain strategy has one of the worst histories among the numerous supply strategies that firms ever introduced. It is, therefore, a truism that managing the flows that exist in a supply chain would not be possible without working and robust supply chain relationships. As Verdecho, Alfaro-Saiz, Rodriguez–Rodriguez & Ortiz-Bas (2012) observe, collaborative partners gain significant advantages and benefits in the form of complementary resources, share the risk, reduce product development costs, thereby enhancing productivity and competitive advantage. Fawcett, McCarter, Fawcett, Webb & Magnan (2015) note that collaboration entails not only the relationship amongst the members of the supply chain but also the sharing of resources that assist in responding adequately to customer requirements. Superior supply chain collaboration, where members leverage the capabilities of suppliers and customers, is vital to survive and flourish in this competitive business climate ( Fawcett, Fawcett, Watson & Magnan, 2012).Ĭao & Zhang (2012) posit that collaboration in the supply chain denotes a situation where more than one independent firm teams up in planning as well as executing their supply chain activities. Supply chain collaboration is critical to performance advances that result in a sustained competitive advantage ( Cao & Zhang, 2011). Uncertainty, as well as changing customer expectations, made it abundantly clear that no single individual organization has a monopoly over the efforts that lead to increased customer satisfaction.
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The full terms of this licence may be seen at Īdvances in information and communications technology (ICT), as well as globalization, have resulted in organizations becoming increasingly conscious of the fact that optimizing the performance of the whole supply chain, rather than individual organizations that constitute a supply chain, is the way to go. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. This article is published under the Creative Commons Attribution (CC BY 4.0) licence.
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