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Restraining forces and drivers of supply chain collaboration: evidence from an emerging market

Adegboyega Oyedijo (Hull University Business School, University of Hull, Hull, UK)
Adebayo Serge Francois Koukpaki (K3-Cubed Limited, Llanelli, UK)
Simonov Kusi-Sarpong (Southampton Business School, University of Southampton, Southampton, UK)
Fahd Alfarsi (College of Business, University of Jeddah, Jeddah, Saudi Arabia)
Ying Yang (Newcaslte University Business School, Newcastle University, Newcastle upon Tyne, UK)

Supply Chain Management

ISSN: 1359-8546

Article publication date: 3 June 2021

Issue publication date: 30 March 2022

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Abstract

Purpose

This paper aims to investigate how restraining forces and driving forces impact SC collaboration in the context of Nigeria.

Design/methodology/approach

A qualitative approach was adopted. Using semi-structured interviews, data was obtained from manufacturers and third-party logistics providers in Nigeria’s food and beverage sector. The data was analysed using the thematic analysis method.

Findings

Interesting findings were revealed regarding how some underlying forces impact SC collaboration. These findings were categorised into internal, SC and external environment level factors. However, certain forces were also identified at these distinct levels which can sustain the collaboration between SC partners in emerging markets such as Nigeria.

Research limitations/implications

The issues highlighted in this paper create opportunities for future studies to dig deeper into the concept of SC collaboration in emerging markets. Future studies may find other unique contextual factors which may influence SC collaboration asides from those identified in this paper.

Practical implications

This research aids managerial understanding of the restraining forces and drivers of SC collaboration in an emerging market. The research also provides new insights on how to manage SC collaboration in emerging markets.

Originality/value

Many studies on supply chain management have wholly focussed their attention on developed countries, often neglecting emerging markets such as Nigeria in the discourse. Although SC collaboration has been well researched, the study attempts to shift the attention to the most populous country in Africa. With the help of the force field theory, this research reveals new insights on the restraining forces and drivers of SC collaboration, offering the foundation for a new line of research on this subject in emerging markets.

Keywords

Acknowledgements

The authors would like to thank the Late Professor Adesayo Oyedijo, our co-author, and the former Dean of the Faculty of Management Sciences at Lagos State University who sadly passed away on the 11th of January 2016. He served as a valuable resource person and gate keeper for the data collection process of this research in Nigeria.

Citation

Oyedijo, A., Francois Koukpaki, A.S., Kusi-Sarpong, S., Alfarsi, F. and Yang, Y. (2022), "Restraining forces and drivers of supply chain collaboration: evidence from an emerging market", Supply Chain Management, Vol. 27 No. 3, pp. 409-430. https://doi.org/10.1108/SCM-06-2020-0263

Publisher

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Emerald Publishing Limited

Copyright © 2021, Emerald Publishing Limited

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