Abstract
Most of the extensive literature on collaboration in supply chain management focuses on the economic advantages of vertical collaboration, often ignoring elements such as trust and mutual confidence. In practice, collaborative initiatives often fail because of opportunistic behavior of one of the partners. In discussions of horizontal collaboration, trust is even more often disregarded. Trust in a social context, however, has been explored in depth. This study therefore explores models described in the social literature and tests their applicability in a supply management context. This leads to an adapted model suggesting that to build or sustain trust in horizontal collaborative initiatives, some critical factors should be taken into consideration. The model is validated and illustrated by means of several case studies.
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