Why supply chain collaboration fails: the socio-structural view of resistance to relational strategies

Abstract

Purpose – The purpose of this study is to elaborate theory regarding the reasons why collaboration strategies fail. The relational view posits that supply chain integration can be a source of competitive advantage. Few firms, however, successfully co-create value to attain supernormal relational rents. Design/methodology/approach – This study uses a quasi-longitudinal, multi-case interview methodology to explore the reasons why collaboration strategies fail to deliver intended results. The authors interviewed managers at 49 companies in Period 1 and managers at 57 companies in Period 2. In all, 15 companies participated in both rounds of interviews. Findings – This study builds and describes a taxonomy of relational resistors. The authors then explore how sociological and structural resistors reinforce each other to undermine collaborative behavior. Specifically, the interplay among resistors: obscures the true sources of resistance; exacerbates a sense of vulnerability to non-collaborative behavior that reduces the willingness to invest in relational architecture; and inhibits the development of essential relational skills and organizational routines. Originality/value – This research identifies and describes the behaviors and processes that impede successful supply chain alliances. By delving into the interplay among relational resistors, the research explains the detail and nuance of inter-firm rivalry and supply chain complexity. Ultimately, it is the re-enforcing nature of various resistors that make it so difficult for firms to realize relational rents.

Business process management and supply chain collaboration: effects on performance and competitiveness

“…Prior research has identified SCC in various ways, with common sentiments focusing on the relationship (Vereecke and Muylle, 2006;Cao and Zhang, 2011), the process (Simatupang and Sridharan, 2008;Fawcett et al, 2008, Cao andZhang, 2011), and gaining mutual benefits from collaborating with SC partners (Fawcett et al, 2015;Soosay and Hyland, 2015). SCC aims at mutual benefits and profit maximisation for the involved SC members through a well-coordinated planning and delivery of offerings (Simatupang and Sridharan, 2008;Cao and Zhang, 2011).…”

Governance Mechanisms for Green Supply Chain Partnership

“…Very little guidance is provided on how supply chain members could collaborate on joint sustainability initiatives, and green supply chain collaboration has remained challenging. With no proper governance mechanisms, organizations involved in joint sustainability initiatives are exposed to opportunism, which discourages firms from making meaningful and intensive joint efforts [16,17,53]. The literature has called for developing effective governance mechanisms for supporting the implementation of green supply chain collaboration [16,17,50].…”

The Effects of Integrative Leadership on the Enterprise Synergy Innovation Performance in a Supply Chain Cooperative Network

“…Trust is the basis of inter-firm cooperation; if there is no trust, a cooperative alliance is not possible or sustainable [2,44]. Lack of trust leads to uncertainty, which will cause barriers to form and inhibit the sustainability of long-term relationships [45,46]. Thus, the higher the level of trust among enterprises is, the more stable the relationship among them.…”