The effects of behavioural supply chain relationship antecedents on integration and performance

Abstract

PurposeThis study aims to examine the effects of behavioural antecedents of collaboration in supply chain relationships on supply chain integration and performance by developing and empirically validating a model linking these constructs.Design/methodology/approachA conceptual model was developed based on the relational exchange theory, social exchange theory and resource-based view. An international survey with supply chain/logistics managers from manufacturing focal firms based in Europe, USA and Asia was conducted; they provided input on upstream and downstream relationships based on their actual interaction and experience with supply chain partners. The collected data, which reflect supply chain managers’ perceptions on the above described phenomena, were analysed using the partial least squares method.FindingsMutuality, reciprocity, trust and commitment are instrumental for the formation of supply chain relationships characterised by higher information integration. In turn, information integration has much stronger impact on the coordination of operational decisions related to production and demand planning than on decisions related to actual production processes, but, interestingly, the latter affects supply chain performance much more than the former.Research limitations/implicationsThe research could benefit from a longitudinal rather than a cross-sectional approach, incorporating multiple respondents such as representatives of supply chain partners and senior management of the focal firm, to capture potentially varying opinions on the supply chain phenomena under examination.Practical implicationsThe results can assist supply chain decision-makers in understanding the importance of behavioural closeness between supply chain partners for the development of collaborative supply chain relationships that lead to higher integration and superior performance. Insight is provided on linkages between examined dimensions of supply chain integration. A process view of intermediate steps needed to translate collaborative relationships into higher supply chain integration and performance across the supply chain is offered.Originality/valueThe development and testing of an integrated model examining linkages between supply chain relationship antecedents, integration and performance is an original contribution. By proposing and confirming a sequential order of the influence of behavioural antecedents, integration dimensions and their impact on supply chain performance, the paper sets foundations of a roadmap for achieving higher supply chain performance from collaborative supply chain relationships. Finally, the paper contributes to the limited theoretical justification on the development of knowledge for assisting decision-making in SCM/logistics and its integration into models, processes and tasks.