Many managers attempt to develop collaborative alliances with other organizations. Such strategies are difficult to implement: they are as likely to fail as to succeeed. Implementing and managing an alliance is harder than deciding to collaborate. This paper explores the topic empirically through a study of one form of alliance -supply chain partnering. It presents an interaction model of partnering which shows seven contextual factors that shape, and are shaped by, human action. This context can both help and hinder the emergence of co-operative behaviour. The model is illustrated through a case study of two organizations (customer and supplier) attempting to co-operate more closely. The case shows how the cultural and other differences between the parties at first caused difficulty. Actions were taken to change aspects of the context to facilitate more cooperative behaviour. Improving interpersonal relations led to further actions to create more formal mechanisms which would support future co-operation. These appear to have contributed to the relationship exceeding the initial expectations of the partners. The interaction model illuminates both the content and process of supply chain partnering.

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Purpose-The purpose of this research is to examine the manner in which employees access, create and share information and knowledge within a complex supply chain with a view to better understanding how to identify and manage barriers which may inhibit such exchanges. Design/methodology/approach-An extensive literature review combined with an in-depth case study analysis identified a range of potential transfer barriers. These in turn were examined in terms of their consistency of impact by an end-to-end process survey conducted within an IBM facility. Findings-Barrier impact cannot be assumed to be uniform across the core processes of the organization. Process performance will be impacted upon in different ways and subject to varying degrees of influence by the transfer barriers. Barrier identification and management must take place at a process rather than at the organizational level. Research limitations/implications-The findings are based, in the main, on an extensive single company study. Although significant in terms of influencing both knowledge and information systems design and management the study/findings have still to be fully replicated across a range of public and private organizations. Originality/value-The deployment of generic information technology and business systems needs to be questioned if they have been designed and implemented to satisfy organizational rather than process needs. Keywords Supply chain management, Knowledge transfer, Learning organizations Paper type Research paper ''supply chain'' simply the preserve of procurement, logistic, or manufacturing specialists (Porter and Millar, 1985). Organizations are waking up to the fact that the supply chain is not simply a support function for its business, but is in fact the key capability against which a competitive advantage can be developed (Kulp et al., 2003). Organizations, in general, are now well aware of the components that make up their supply chain, indeed these components are often well established and embedded, however, many still struggle with the problem of effective component alignment (Day, 1994; Teece, 1998). Functionally aligned organizations may understand and individually manage the supply chain components, but, performance can only be maximised once they achieve the transformation to process alignment. Process aligned organization focus on core process performance as opposed to functional business unit performance. This is a fundamental and key change for most organizations and one that they must make in order to fully develop their supply chain capabilities (Van Weele, 2002). However, this shift in focus does not come easily to many organizations, as internal business unit boundaries can be difficult to remove. The problem is exacerbated within complex organizations where capabilities such as

Purpose This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships). Design/methodology/approach A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors. Findings The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs. Research limitations/implications A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis. Practical implications A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops. Originality/value A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.

This paper reflects on a three-year EPSRC research project (1994)(1995)(1996)(1997), called "Implementing Partnering in the Supply Chain", that studied the development of collaboration between two companies, IDV Operations Ireland Limited and Killeen Corrugated and the complex processes involved in fostering their business relationship. The paper illustrates strategic motivation; both corporate and local, of the companies involved. The principal theoretical outcome of the research,``A Partnering Change Model'', provides a structure for analysis. The case describes the outcomes according to this analysis and, finally, conclusions and managerial implications are presented.

There is much debate about the nature of strategy formulation as content or process. This paper takes a process view informed from insights from non‐linear dynamics, complexity and chaos theory and applies it to a well tested management of change process in cooperative supply chain management to draw illustrations from two case examples which reinforce the utility of this use of complexity in formulating emergent strategies.

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Supply chain management can be seen as an approach to obtaining the benefits of Vertical Integration without ownership. Vertical Integration has the potential to offer benefits of increased control as well as cost reduction, but supply chain approaches can theoretically provide these same benefits through effective organisation. The concerns with supply chains are discussed under the headings of: innovation, competence and value added, investment flexibility, networks rather than single chains, proprietary design knowledge and dependence. The conclusion is that, where supply chains are identified (even within vertically integrated organisations), then an approach based on effective management of each of the customer‐supplier relationships is key to success. Reference is made to work and materials produced by the Supply Chain Management Group at the University of Glasgow Business School which emphasises the need to implement “best practice” at each point in each chain.