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PurposeExploring ways to acquire, sustain and improve competitive positions in supply chains through information sharing, supply chain visibility, collaboration and agility have been essential for scholars and practitioners. Basing on the relational view, resource based view and the extended resource based view, this study assesses the critical role of information sharing in supply chains through emphasizing its effect on supply chain visibility, collaboration, agility and supply chain performance. Particularly, the study proposes that information sharing, supply chain visibility, collaboration and agility collectively have crucial direct and indirect influences on supply chain performance which lead to superior gains, competitiveness and flexibility.Design/methodology/approachThe study adopted a survey research design, a quantitative approach and partial least square structural equation modeling (PLS-SEM) in making data analysis and interpretations due to its suitability for predictive research models.FindingsThe results indicate information sharing positively and significantly influenced supply chain visibility, collaboration, agility and performance. Supply chain visibility presented significant effects on collaboration, agility and performance, while supply chain collaboration and agility had significant impact on supply chain performance. The study findings connote that information sharing is key to enhancing competitive gains and superior supply chain performance.Originality/valueThe study is among the few to probe on how information sharing as a variable interacts with supply chain visibility, collaboration, agility and performance. Although, information sharing has received a lot of attention in supply chains, this study is among the first to capture the study variables in a single model and thus, exposes the vital need for information sharing in improving supply chain performance seeing that it ensured significant and robust impacts on the study variables.

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The adoption of the extended producers’ responsibility (EPR) principle as a mitigation strategy for e-waste management has gained impetus over the past few years. However, e-waste management in developing economies through retail electronic firms’ or producer responsibility organization is still inceptive. This study identified and analysed promoting factors of EPR principle adoption through retail electronic firms in the Ghanaian electronic industry. Through extant literature and stakeholders’ perspectives, 15 factors were identified as strategic and operational promoting factors, which were evaluated by experts. Subsequently, the grey Decision-Making Trial and Evaluation Laboratory technique was used to analyse the data obtained. The outcome of the study suggests that operational factors have more influence than strategic factors to determine the adoption of the EPR principle. In addition, most of the important operational factors tend to be enabled by both push and pull measures by supply chain stakeholders. In the short term, adopting an advanced deposit recycling refund scheme tends to be the most effective elementary operational factor, which can push retailers to adopt the EPR principle. The significant pull elementary factors that need short-term attention include the opening up and creation of new market opportunities for e-companies as well as resilient and effective resources management. The study findings suggest that Ghana’s present policy framework is limited for the adoption of the EPR principle by retail electronic firms. The study contributes to identifying promoting factors for adoption of the EPR principle from the perspectives of both the external and internal stakeholders in the electronic industry with emphasis on push and pull strategy.