Modelling the importance of collaborative culture and its dimensions for supply chain collaboration: a necessary condition analysis
DOI:
https://doi.org/10.1108/RAUSP-05-2022-0153Keywords:
Collectivism, Long-term orientation, Power symmetry, Uncertainty avoidance, Supply chain collaboration, Necessary Condition Analysis, GhanaAbstract
Purpose: This paper assumes necessity rather than sufficiency logic to model the relationship between collaborative culture and supply chain collaboration as triangular rather than linear. Specifically, this study sought to determine (a) whether overall collaborative culture and its dimensions (i.e., collectivism, long-term orientation, power symmetry, and uncertainty avoidance) are necessary for supply chain collaboration and (b) the minimum levels of overall collaborative culture and its dimensions that are required for high levels of supply chain collaboration.
Design/methodology/approach: Based on the literature, collaborative culture and its four dimensions, namely, collectivism, long-term orientation, power symmetry, and uncertainty avoidance, were modelled as conditions having supply chain collaboration as their outcome. The study employed the Necessary Condition Analysis to test the triangular relationships between the conditions and the outcome among a sample of firms (N = 166) in the downstream petroleum sector.
Findings: The results revealed that collaborative culture and its dimensions are necessary conditions for supply chain collaboration and that high levels of collaboration are possible, although not guaranteed when at least a basic level of collaborative culture or its dimensions are present. Hence, different levels of supply chain collaboration require firms to have different levels of collectivism, long-term orientation, power symmetry and uncertainty avoidance. Thus, at 30% supply chain collaboration, only overall collaborative culture is necessary.
Originality/value: As one of the first studies to use necessity rather than sufficiency logic to test the relationship between collaborative culture and supply chain collaboration, this research unearthed the non-linear (triangular) relationship between the constructs. It contributes to understanding how collaborative culture and its dimensions serve as bottleneck conditions constraining supply chain collaboration.
Practical implications: The dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration. Therefore, managers should adopt a holistic approach to investment in a collaborative culture, as an over-investment in any of the dimensions may not compensate for an under-investment in the others.
Limitations: A significant limitation of this research is that, although several antecedents of supply chain collaboration exist, this study explored only the cultural antecedents of supply chain collaboration.
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