Antecedents of Supply Chain Collaboration
In researching the antecedents or the conditions that lead to or affect supply chain collaboration , prior studies focus on IT capability and the use of interorganizational systems (IOS) but simplify or ignore its context (e.g., culture and trust). Althou
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Antecedents of Supply Chain Collaboration
Abstract In researching the antecedents or the conditions that lead to or affect supply chain collaboration, prior studies focus on IT capability and the use of interorganizational systems (IOS) but simplify or ignore its context (e.g., culture and trust). Although IT capability and IOS use are necessary for supply chain collaboration to succeed, organizational culture and trust must be taken into consideration simultaneously. Many supply chain collaborations fail due to incompatible corporate culture, distrust, and the complexities involved. In this chapter, we identify, define, and elaborate four antecedents of supply chain collaboration: IT resources, IOS appropriation, collaborative culture, and trust. Specifically, IT resources include IT infrastructure flexibility and IT expertise. IOS appropriation has been differentiated as IOS use for integration, IOS use for communication, and IOS use for intelligence. Four elements of collaborative culture (i.e., collectivism, long-term orientation, power symmetry, and uncertainty avoidance) and two dimensions of trust (i.e., credibility and benevolence) are investigated. Before developing and testing the relationships in the proposed framework, it is theoretically and conceptually sound to carefully identify, define, and discuss the key antecedent constructs in the framework through a review of literature and discussion of theoretical logic in the following sections.
3.1 IT Resources In information systems literature, IT resources are defined as a firm’s ability to deploy IT based resources ‘‘in combination or copresent with other resources and capabilities’’ (Bharadwaj 2000, p. 171) and ‘‘to affect a predetermined outcome’’ (McKeen et al. 2005, p. 662). King (2002) views IT resources as bundles of internally consistent elements that are focused toward the fulfillment of an IT or business objective. Piccoli and Ives (2005) and Wade and Hulland (2004) argue
M. Cao and Q. Zhang, Supply Chain Collaboration, DOI: 10.1007/978-1-4471-4591-2_3, Ó Springer-Verlag London 2013
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3 Antecedents of Supply Chain Collaboration
that IT resources encompass IT assets (i.e., anything a firm can use in offering its products) and IT capabilities (i.e., ability to mobilize IT assets). Most researchers use resource based view to explain IT resources, IT assets, and IT capabilities (Bharadwaj 2000; Bhatt and Grover 2005; Ravichandran and Lertwongsatien 2005; Teo et al. 2011; Rai et al. 2012; Grover and Kohli 2012) but they do not strictly distinguish between these concepts. Even if some researchers have tried to distinguish these concepts conceptually, they mix them when conceptualizing or operationalizing their subcomponents. Due to the intangible and abstract nature of these concepts, they are difficult to operationalize. In previous studies, IT resources are studied within the context of individual firms (Rockart et al. 1996; Ross et al. 1996; Bharadwaj 2000; Santhanam and Hartono 2003; Ravichandran and Lertwongsatien 2005). To the resea
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