Investigating the role of knowledge transfer in supply chain collaboration

Abstract

PurposeDespite the large literature base associated with dyadic collaboration, its knowledge-based antecedents are still not well understood. The purpose of this paper is to better understand those antecedents and to explore why the supply chain (SC) literature has found mixed results regarding knowledge transfer and absorptive capacity in dyadic collaboration research.Design/methodology/approachThe critical incident technique (CIT) was utilized, using qualitative semi-structured interviews to refine a proposed research model. In total, 43 executives were interviewed each providing a description of both a successful and an unsuccessful SC dyadic collaboration. The interviews were analyzed to better understand the knowledge-based antecedents of buyer–supplier collaboration.FindingsThis study suggests that dyadic collaboration and subsequent outcomes are improved by successful knowledge transfer. Additionally, knowledge transfer requires both distributive and absorptive capacities in each participant. The research also uncovered new evidence to support the need for a collaborative orientation to support successful knowledge transfer.Research limitations/implicationsThe interviews conducted using the CIT provided a wealth of information and executive experiences in SC collaboration. However, the interviews only provide a single perspective of collaborative engagements. Multiple perspectives of each collaboration would add value to this research.Originality/valueSC collaboration and knowledge transfer have been well studied across disciplines. This research introduces new knowledge-related variables that can contribute to successful collaboration: distributive capability and SC collaborative orientation.