Supply chain collaboration in the petroleum sector of an emerging economy: Comparing results from symmetrical and asymmetrical approaches

Abstract

Supply chain collaboration (SCC) has been touted as a catalyst for competitive advantage and firm performance. Using the resource-based theory and transaction cost economics theory, this paper proposes that the dimensions of collaborative culture and trust are critical antecedents to supply chain collaboration. The resultant relationships were examined with both symmetric (PLS-SEM) and asymmetric (fsQCA) approaches using survey data from 166 firms operating in Ghana's downstream petroleum sector. PLS-SEM results suggested that higher levels of collectivism, power symmetry, benevolence, and credibility increased supply chain collaboration. In contrast, the influence of uncertainty avoidance and long-term orientation on supply chain collaboration was not statistically significant. However, fsQCA results buttressed the PLS-SEM findings and revealed eight alternate causal configurations that are sufficient for higher levels of supply chain collaboration.