The interplay of governance mechanisms in supply chain collaboration and performance in buyer–supplier dyads: substitutes or complements
Document Type
Article
Department or Administrative Unit
Finance and Supply Chain Management
Publication Date
6-3-2020
Abstract
Purpose
This study seeks: (1) to identify whether the form of governance adopted (relational or contractual) drives suppliers' and buyers' collaboration in the same way; (2) to examine if both parties hold a similar view on the simultaneous use of both governance forms; and (3) to explore whether their perceptions on governance, collaboration and performance differ.
Design/methodology/approach
The study used data from a survey of 150 matched buyer–supplier dyads from South Korea, using structural equation modeling (SEM) for the analysis.
Findings
(1) While governance mechanisms assist collaboration and affect operational and innovation outcomes, the significance and relative strength of the proposed relationships are perceived differently by buyers and suppliers. (2) Contrasting results are found regarding the interaction effect of the governance mechanisms on collaboration: a complementary relationship for the buyer and a substitutive relationship for the supplier.
Originality/value
Studies on buyer–supplier relationships have yielded inconsistent results regarding whether the interactions of governance mechanisms function as substitutes or complements, because research has largely been conducted from the buyer's perspective, rather than the supplier's; this imbalanced view calls for integrated perspectives.
Recommended Citation
Um, K.-H. and Oh, J.-Y. (2020), "The interplay of governance mechanisms in supply chain collaboration and performance in buyer–supplier dyads: substitutes or complements", International Journal of Operations & Production Management, Vol. 40 No. 4, pp. 415-438. https://doi.org/10.1108/IJOPM-07-2019-0507
Journal
International Journal of Operations & Production Management
Rights
Copyright © 2020, Emerald Publishing Limited
Comments
This article was originally published in International Journal of Operations & Production Management. The full-text article from the publisher can be found here.
Due to copyright restrictions, this article is not available for free download from ScholarWorks @ CWU.