The relational embeddedness as the differentiator of the cluster supply chain collaboration – a multidimensional comparative analysis

Abstract

Purpose The purpose of this paper is to fill the research and cognitive gap by comparative analyzing of the cluster supply chain (CSC) and supply chains not belonging to the clusters to examine the relational embeddedness as the differentiator of supply chains operating in the clusters. Design/methodology/approach The conceptual model was tested with data collected from 475 industrial companies cooperating with their partners within supply chains, including 135 CSC. To identify the livraisons between different indicators, the correspondence analysis was applied. Findings The division of enterprises participating in this study into groups allows for the determination of relatively clear boundaries between enterprises belonging to the cluster and those that do not declare such affiliation. The obtained results confirmed that the relational embeddedness is the differentiator of the CSC collaboration. Research limitations/implications The main limitations are referred to as the static character of the data. Practical implications The paper contains implications for cluster facilitators, as well as for cluster policy decision makers, to better design support for cluster organizations. Originality/value This research is a contribution to the literature on inter-organizational structures, such as clusters and supply chains, and in particular, contributes to the creation of the scientific ground of SCS theory. The research allowed to better understand the nature of collaboration taking into consideration the fact of the relational embeddedness of the companies operating within supply chains located in clusters. It proves the existence of a new type of inter-organizational form that is CSC.

Trust Relationship with Suppliers, Collaborative Action, and Manufacturer Resilience in the COVID-19 Crisis

“…Furthermore, this study enriches the context of the application of trust theory and synergy theory. The importance of relationships in shaping supply chain collaboration is based on the trust theory; that is, the positive belief, attitude, or expectation of one party that the actions or outcomes of the other party are likely to be satisfactory [17]. We focus on manufacturing firms and demonstrate the role of collaborative action on resilience and the mediating role of collaborative action between trust and resilience.…”

“…Managers should build trust first, focusing on collaborative planning and collaborative problem solving. This is because trust facilitates collaborative action regardless of the environment [17].…”

“…Due to geographical proximity and close management ties, as well as being based on trust, cooperative enterprises form formal (contracts) or informal patterns of cooperation (communication and behavior). The importance of relationships in synergy is confirmed by the fact that a sufficiently high-quality relationship reduces opportunistic behavior and minimizes the risk of cooperation [17]. Chinese companies' managers are influenced by the subtle influence of traditional Confucian culture, which affects corporate decisions and behavior [18].…”

“…Supply chain synergies aim for "win-win" relationships, aligning interests and striving for coexistence. The theory of supply chain synergy proposes that the method for beginning synergies is dependent on the motivation of at least one enterprise and the contractually outlined standards of cooperation [17]. Partners also use risk-averse strategies in the cooperation game, which can affect resilience [24].…”