Abstract
This paper addresses the supply chain (SC) co-ordination problem and emphasises the need to consider the involved organisational issues when dealing with it. In particular, the influence of the form of SC governance on the selection of SC co-ordination mechanisms is investigated. An empirical analysis on a sample of firms located in Southern Italy is carried out to study some theoretical assumptions. The latter are based on the available literature and suggest specific configurations of fit between the SC form of governance and the types of co-ordination mechanisms. In particular, we propose a conceptual model wherein the fit between the SC form of governance and the co-ordination mechanism is associated with a higher level of SC operational performance.
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