Purpose -The purpose of this paper is to provide and illustrate a framework for the role of governance mechanisms in information sharing among supply chain members. The importance of trust in governing interorganizational relationships is emphasized. Design/methodology/approach -Trust, bargaining power, and contract are three key constructs supporting the governance of information sharing and material flow coordination in supply chains. A conceptual framework showing how these governance mechanisms affect coordination and ultimately, supply chain performance is presented. Four types of trust -calculative, competence, integrity, and predictability -are thought to play an important role in determining the efficacy of information sharing. Three research questions are posed on the relationships among trust, bargaining power, contracts, and information sharing in supply chain coordination. These governance issues are shown to be key factors in the supply chain business model, as illustrated in a case study from the retail distribution industry in the USA where collaborative planning, forecasting and replenishment is used to exchange supply and demand forecasts. Findings -An example from the retail distribution industry shows that the three constructs of the governance framework are intertwined. Trust as a governance mechanism plays a crucial role in sharing information among business partners.Research limitations/implications -The proposed framework is illustrated with a single case. It will need to be tested empirically for supply chains across different industries. Originality/value -The paper presents a governance mechanism framework for supply chain information sharing. Knowledge of the role of governance mechanisms in information sharing coordination will help chain members to realign business relationships and contribute to improved overall operational performance of the chain.

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The need for creating an environment for sustainable growth of startups for the well-being of an economy cannot be overemphasized. Many experts have proposed that corporate social responsibility (CSR) practices are integral to the long-term survival and success of startups (Jenkins, Confronting the challenges of participatory culture: Media education for the 21st century, 2009). At the same time, they also argue that it is very challenging for startups to adopt these practices effectively ( Salamzadeh, 2015 ). In this background, this is an empirical study of promoters of startups in a developing economy, India, to test the linkages between CSR practices and startup success. The study empirically examines the perception of the promoters regarding these linkages, studies the CSR practices adopted by them, and identifies the challenges faced by them in using CSR for sustainable growth. The findings of the study reveal that there is a distinct relationship between startup success (sustainability) and CSR activities. The article empirically proves that the sustainability of a startup is positively dependent upon internal, external, and environmental CSR initiatives. It also concludes that definite structural interventions are required by policymakers to achieve the twin objectives of startup success and societal well-being.

E-collaboration, defined as “collaboration among individuals engaged in a common task using electronic technologies” (Kock, Davison, Ocker, & Wazlawick, 2001), is increasingly gaining relevance at the interorganizational level because of the growing practice of working with dispersed project teams across the globe. E-collaboration links together partners on projects and business processes that cross legal boundaries, as is the case, for example, in supply chains and in product lifecycle management (PLM) teams. General purpose computer-based collaboration tools like the Internet, e-mails, instant messaging, discussion boards, groupware, portals, blogs, and wikis are commonly used for e-collaboration (Fichter, 2005), while task-specific tools exist for many interorganizational activities such as PLM or collaborative planning, forecasting, and replenishment (CPFR).

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