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The purpose of this paper is to understand how the development of social capital can promote buyer’s bi-directional (inflow and outflow) information sharing. The authors examined buyers’ perceptional differences in information sharing: when they receive information from suppliers and when they provide information to suppliers, and how such inequivalent perception in information sharing can be resolved by the level of social capital and its’ sub-dimensions.

Theoretical model and the hypotheses were developed through literature review. Data were collected from Korean manufacturers in supply chains and structural equation modelling was used for analysis.

The results show that each dimension of social capital has a different effect on bi-directional information sharing. For the information inflow, all of the facets of social capital were significant; for the information outflow, however, only relational capital was significant. That is, with cognitive and structural capital, buyers perceive that they can receive appropriate information from suppliers yet be reluctant to provide information to suppliers.

Given that relational capital is essential for the balanced information sharing in buyer-supplier relationship, firms should pay attention to having social interactions with partners to promote trust in the relationship for efficacy in information sharing.

This is one of the first studies to explore the role of social capital in facilitating equivalent information sharing. This study develops a framework that social capital can provide valuable guidance in achieving equivalency of bi-directional information sharing.

This study examines the relationship between trust, the investment model and logistics performance and the importance of commitment between companies in the supply chain. Furthermore, it analyzes satisfaction, quality of alternatives, investment size and commitment level, which are the constituent factors of the investment model, and reviews trust and logistics performance to ascertain their causal relationship.

The authors examined employees working in supply chain-related departments in Korean companies and further conducted an online survey for a month in January 2022 through the survey agency Entrust Survey, through which the authors distributed a total of 4,082 questionnaires and collected and used a total of 300 questionnaires for statistical analysis. The authors then validated the hypotheses using SPSS 18.0 and AMOS 18.0 using the structural equation modeling method.

The results showed that trust significantly and positively affects satisfaction levels in the relationship between companies in the supply chain. Trust can lower uncertainty in the transaction process between companies.

In this study, the investment model, which has been predominantly observed in the field of family psychology, was applied to business studies. In addition, the investment model was extended to enable its application to supply chain management research, thereby offering a distinctive research model from preceding studies.

The purpose of this paper is to measure trust that logistics/supply chain management (SCM) managers of supplier firms perceive toward inbound SCM managers of buyer firms, and investigate the effect of trust on supply chain collaboration and logistics efficiency. In doing so, two trust forms are introduced: affective trust and trust in competency. Besides, supply chain collaboration includes the three dimensions: joint decision making, information sharing, and benefit/risk sharing.

A path analysis was used to test whether the two trust forms affect the three dimensions of supply chain collaboration, and then, the three dimensions of supply chain collaboration, in turn, affect the logistics efficiency of supplier firms. An empirical analysis was conducted with Korean firms.

Affective trust has a significant influence on collaboration in information sharing and benefit/risk sharing, whereas trust in competency affects collaboration in joint decision making and benefit/risk sharing. Regarding supply chain collaboration, joint decision making and information sharing are found to affect logistics efficiency. Insignificant relationships are detected between affective trust and joint decision making, between trust in competency and information sharing, and between benefit/risk sharing and logistics efficiency.

By classifying trust into affective trust and trust in competency and by incorporating the three dimensions of collaboration, this paper analyzes the causal effect of suppliers' trust at the inter‐personal level on supply chain collaboration and logistics efficiency, and discusses the results compared to those focusing on buyers' trust.

The purpose of this study is to empirically analyze managers’ ethical judgments in supply chain management. It investigated the influence of those judgments on trust and collaboration in relationships with suppliers.

A scenario-based method was applied to measure managers’ ethical judgments using a sample of 341 data sets collected via survey. Structural equation modeling was utilized to test the proposed hypotheses associating ethical judgments with trust and collaboration in supply chains.

This study illustrates that managers’ ethical judgments in bidding/contracting, information management and inventory management significantly increase trust, which in turn increases supply chain collaboration.

The study extends our understanding of ethical judgments in the supply chain management context. Its findings on the causality among ethical judgment, trust and supply chain collaboration provide an effective approach to the management of supplier relationships.

The major goal of this study was to identify the underlying factors of supply chain integration in European firms with particular emphasis on the role of information sharing and interorganizational collaboration.

In order to get an overall view of the state of supply chain integration in European firms, a mail survey was done to investigate the extent and nature of supply chain integration in 149 companies. Using statistical analysis, the study attempts to comprehend if increasing levels of the intensity of supply chain integration show concomitant rise of operational performance.

European firms are starting to be aware of the strategic importance of integration across the boundaries of the supply chain. Both correlation analyses and multiple regression analyses have clearly shown that supply chain integration affects operational performance and the degree of integration also influences cost and efficiency. An interesting and surprising finding from our survey was the significant negative correlation between the length of relationship with suppliers and performance measures such as total logistics costs, on‐time delivery and rate of return. While performance has been shown to have improved as a result of collaboration with suppliers and customers alike in areas such as supply chain design, inventory management and customer relationship management (CRM), the nature and extent of integration has been rather selective. Most companies are quite cautious when it comes to sharing sensitive data and rightfully so.

In order to obtain more generalizable results, further larger studies of supply chain integration are needed to reveal the impediments for a wider degree of integration and to highlight potential strategies to increase integration across the supply chain.

The main findings confirm that comprehensive supply chain integration is more a rhetoric than reality in most European firms. However, we found a clear indication of the value placed by the respondents on integration with key suppliers and customers for performance enhancement.

This is the first empirical work measuring the state of supply chain integration in European firms and the challenges faced by them. Supply chain management professionals would have a clearer idea about the areas ripe for collaborative effort.

The purpose of this paper is to investigate the relationship between relational capital and supply chain collaboration (SCC) and how this relationship relates to innovation. The authors propose a theoretical framework to illustrate the effect of relational capital on three dimensions of collaboration and radical and incremental innovation.

The paper has a quantitative approach. The authors conducted the survey to collect the data from 225 suppliers in the Hunan province of China. The proposed model is tested with exploratory factor analysis, confirmatory factor analysis and structural equation modelling.

The findings show that relational capital can facilitate information sharing and benefit/risk sharing when firms work together to achieve innovation. Furthermore, the results indicate that relational capital leads to radical innovation through facilitating information sharing among firms and helps in generating incremental innovation by encouraging firms to share risks and benefits with their partners.

The findings of this study give some suggestions for managers of the firms in terms of building their collaborative strategies. Managers should exploit relational capital to build successful and long-term collaboration. Also, through relational capital, managers can share information to create radical innovation or pool risks and share benefits with their customers to achieve incremental innovation.

This study provides a nuanced understanding of the relationship between relational capital, different dimensions of SCC and innovation in the context of a developing economy. Moreover, the findings provide a clearer understanding of the collaborative mechanism of relational capital and collaboration to achieve radical and incremental innovation.