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Article
Publication date: 3 December 2018

Horizontal collaboration in response to modern slavery legislation: An action research project

Amy V. Benstead, Linda C. Hendry and Mark Stevenson

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially…

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Abstract

Purpose

The purpose of this paper is to investigate how horizontal collaboration aids organisations in responding to modern slavery legislation and in gaining a socially sustainable competitive advantage.

Design/methodology/approach

Action research has been conducted in the textiles and fashion industry and a relational perspective adopted to interpret five collaborative initiatives taken to tackle modern slavery (e.g. joint training and supplier audits). The primary engagement has been with a multi-billion pound turnover company and its collaborations with 35 brands/retailers. A non-government organisation and a trade body have also participated.

Findings

Successful horizontal collaboration is dependent on both relational capital and effective (formal and informal) governance mechanisms. In collaborating, firms have generated relational rents and reduced costs creating a socially sustainable competitive advantage, as suggested by the relational perspective. Yet, limits to horizontal collaboration also exist.

Research limitations/implications

The focus is on one industry only, hence there is scope to extend the study to other industries or forms of collaboration taking place across industries.

Practical implications

Successful horizontal collaborative relationships rely on actors having a similar mindset and being able to decouple the commercial and sustainability agendas, especially when direct competitors are involved. Further, working with non-business actors can facilitate collaboration and provide knowledge and resources important for overcoming the uncertainty that is manifest when responding to new legislation.

Social implications

Social sustainability improvements aim to enhance ethical trade and benefit vulnerable workers.

Originality/value

Prior literature has focussed on vertical collaboration with few prior studies of horizontal collaboration, particularly in a socially sustainable supply chain context. Moreover, there has been limited research into modern slavery from a supply chain perspective. Both successful and unsuccessful initiatives are studied, providing insights into (in)effective collaboration.

Details

International Journal of Operations & Production Management, vol. 38 no. 12
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-10-2017-0611
ISSN: 0144-3577

Keywords

  • Action research
  • Horizontal collaboration
  • Relational theory
  • Modern slavery

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Article
Publication date: 8 May 2007

Combining vertical and horizontal collaboration for transport optimisation

Robert Mason, Chandra Lalwani and Roger Boughton

The purpose of this paper is to focuss on customer driven supply chains and what this means for the management of freight transport, a key process in the supply chain as…

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Abstract

Purpose

The purpose of this paper is to focuss on customer driven supply chains and what this means for the management of freight transport, a key process in the supply chain as it acts as a physical link between customers and suppliers. It aims to assess whether some of the new collaborative models for transport management are delivering better optimised solutions.

Design/methodology/approach

The paper is based on a multi‐dimensional methodological approach, which includes empirical, model building, opinion and archival evidence. Much of the thinking and findings in this paper have been derived from a series of quasi‐delphi discussion sessions with logistics industry experts from three sectors, steel, grocery and construction and experienced academics in the fields of logistics and supply chain management.

Findings

The paper sets out to argue that new innovative solutions are emerging for better transport optimisation, that exploit the competitive power of collaboration, both vertically with supply chain partners and horizontally with other logistics service providers (LSPs).

Research limitations/implications

The research was largely focused on the road freight transport industry in the UK and Europe. However, it is felt that similar thinking can be deployed in other settings for alternative transport modes and other geographical regions. From an academic perspective the paper contributes to the notion that supply chain management as well as focussing on vertical coordination and process integration also needs to incorporate the potential considerable power of horizontal collaboration.

Originality/value

In particular it is original in that it highlights how important it is to combine vertical collaboration with horizontal collaboration if better optimised transport solutions are to be achieved. This is of considerable value and interest both to practitioner and academic communities.

Details

Supply Chain Management: An International Journal, vol. 12 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/13598540710742509
ISSN: 1359-8546

Keywords

  • Transport management
  • Horizontal integration
  • Supply chain management

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Article
Publication date: 6 February 2019

Are collaboration and trust sources for innovation in the reverse logistics? Insights from a systematic literature review

Istefani Carisio de Paula, Elaine Aparecida Regiani de Campos, Regina Negri Pagani, Patricia Guarnieri and Mohammad Amin Kaviani

The purpose in this paper is to develop a systematic literature review aiming to reveal innovation opportunities associated with the thematic collaboration and trust in…

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Abstract

Purpose

The purpose in this paper is to develop a systematic literature review aiming to reveal innovation opportunities associated with the thematic collaboration and trust in the reverse logistics field.

Design/methodology/approach

The authors adopted a parallel analysis approach segregating the systematic literature review papers in two groups at NVivo®, collaboration and trust in the supply chain and collaboration and trust in reverse logistics, aiming to explore in the first group of papers insights for innovation on collaboration and trust in reverse logistics. The content analysis strategy was supported by the knowledge exchange theory described in Gravier et al. (2008).

Findings

Reverse logistics is hardly dissociated from broader sustainable supply chain management approaches, which make all considerations on collaboration and trust designed for such approaches valuable and valid for reverse logistics. Collaboration and trust concepts in supply chain and in reverse logistics contexts are quite similar, while collaboration/trust is mandatory for managing networks in sustainable approaches and in reverse logistics, as well. Downstream and upstream, the chain disruptive innovation business models may be developed between focal companies and returns system third-party logistics providers, fourth-party logistics providers or end-customers, in a business-to-customer collaboration approach. Several collaboration technologies are listed in three perspectives: knowledge sharing, knowledge generation and knowledge implementation.

Research limitations/implications

This study uses a specific protocol for the systematic literature review, and due to inclusion and exclusion criteria, other protocols can provide different results. The strategy of analysis under the knowledge exchange perspective may give a type of result different from other perspectives.

Originality/value

This research systematizes the existing knowledge on the collaborations and trust, which is a priority basis for reverse logistics, providing insights to researchers and practitioners in the area and identifying an agenda for future studies.

Details

Supply Chain Management: An International Journal, vol. 25 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/SCM-03-2018-0129
ISSN: 1359-8546

Keywords

  • Innovation
  • Knowledge
  • Trust
  • Reverse logistics
  • Collaboration
  • Supply chain management

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Article
Publication date: 9 June 2020

Cognitive proximity and innovation performance: are collaborators equal?

Mari O' Connor, Justin Doran and Nóirín McCarthy

This paper combines the concepts of search depth and cognitive proximity to investigate the impact of intense collaboration with different external agents on firms'…

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Abstract

Purpose

This paper combines the concepts of search depth and cognitive proximity to investigate the impact of intense collaboration with different external agents on firms' innovation performance. It empirically tests whether firms that draw deeply on cognitively proximate collaborative partners are more innovative than those collaborating intensively with cognitively distant partners. It explores whether the impact of each external agent is equally important in determining the innovation output of firms.

Design/methodology/approach

Using data from the Irish Community Innovation Survey 2012–2014, this paper employs a probit model to empirically test the impact of collaboration with cognitively proximate and distant sources of external knowledge to establish whether their impact on innovation performance is uniform.

Findings

The results show that not all collaborators equally impact firm innovation performance. Firms who indicate that knowledge sourced from backward linkages with suppliers is highly important are more likely to engage in both product and process innovation, with the effect more pronounced for the former. The extent of this is greatest for backward linkages compared to forward, horizontal and public linkages. Public linkages have the weakest impact on innovation output which raises questions from a policy perspective given the focus on university–industry collaboration for innovation. The findings indicate that collaboration with cognitively proximate sources of knowledge benefits firms' innovation output.

Originality/value

The study provides empirical evidence on the role of intense collaboration with cognitively proximate and distant external knowledge sources to explore their impact on the subsequent innovation performance of firms. The results can be used to help shape firm-level innovation policy, and indeed national policy, to promote innovation performance.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/EJIM-11-2019-0347
ISSN: 1460-1060

Keywords

  • Cognitive proximity
  • Knowledge
  • Collaboration
  • Innovation performance

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Article
Publication date: 8 January 2020

The complexity of collaboration in supply chain networks

Yuan Huang, Weixi Han and Douglas K. Macbeth

This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint…

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Abstract

Purpose

This paper aims to investigate the complexity of collaborations in supply chain networks, particularly the influence of horizontal collaborations (e.g. international joint ventures) on vertical collaborations (e.g. supplier–manufacturer partnering relationships).

Design/methodology/approach

A multiple case study including four horizontal collaborations and five vertical collaborations within a supply chain network is presented in the context of the Chinese automotive industry. Data interpretation from interviews is structured by key collaborative activities and collaborative behaviors.

Findings

The analysis highlights a variety of collaborative behaviors under different types of collaboration and their interaction. The complexity of collaboration is revealed in a range of dimensions including culture diversity, drivers/facilitators, competitive/collaborative advantages and the engagement of all. Collaboration evolves as the structure of the supply chain changes; the key is to appreciate the existence of cooperation, competition and culture conflicts and to manage the trade-offs.

Research limitations/implications

A window of opportunity is presented for future research to investigate the complexity of supply chain collaboration in a wider industrial or geographical context, including statistical validation and comparative analysis.

Practical implications

A contingent view on supply chain collaboration is promoted to practitioners (e.g. international supply chain managers), where collaborative activities should be aligned with the motive and type of business relationships which may change as collaboration develops.

Originality/value

A rare empirical study captures the complexity of supply chain collaboration including the interaction between different forms. A dynamic collaboration approach recognizes the changing process, varying cooperation behaviors as well as characteristics of partners which have not been sufficiently reflected in the literature.

Details

Supply Chain Management: An International Journal, vol. 25 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/SCM-11-2018-0382
ISSN: 1359-8546

Keywords

  • China
  • Automotive industry
  • Case studies
  • Supplier–manufacturer relationships
  • Horizontal collaboration
  • Complexity of collaboration
  • International joint venture
  • Chinese automotive industry

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Article
Publication date: 10 August 2015

Using a “virtual joint venture” to facilitate the adoption of intermodal transport

Jason Monios and Rickard Bergqvist

This paper aims to examine a strategic alliance between a large shipper and a freight forwarder to provide an intermodal service to and from the port of Gothenburg. The…

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Abstract

Purpose

This paper aims to examine a strategic alliance between a large shipper and a freight forwarder to provide an intermodal service to and from the port of Gothenburg. The supply chain literature discusses various models of supply chain collaboration and integration. When applied to logistics, each has been shown to exhibit different levels of success depending on particular factors.

Design/methodology/approach

The methodology is a single in-depth case paper based on action research, interviews and document analysis.

Findings

According to this innovative model, a new entity is not set up but an open-book basis is established, long-term contracts with other parties are signed, risks and profits are shared and the shipper makes several investments specific to the service. Thus, the benefits of a joint venture are obtained without needing to establish a new organisation, thereby sacrificing flexibility and independence.

Research limitations/implications

A limitation of this study is that it is based on a single case of best practice; it may be difficult to replicate the high levels of trust in other situations. Nevertheless, the evident success of this “virtual joint venture” suggests that some elements are transferable to other cases, and the model may be refined through additional case analysis.

Practical implications

Results indicate several advantages of this “virtual joint venture” model, including risk sharing, knowledge development, long-term service stability and diversification of activities, which all contribute to facilitating the shift of a large customer from road haulage to intermodal transport. Potential challenges mainly relate to contractual complexity.

Originality/value

This paper identifies an innovative business model for logistics integration that can be used in future in other cases to make modal shift more attractive and successful, which is a key aim of government policy in many countries.

Details

Supply Chain Management: An International Journal, vol. 20 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/SCM-02-2015-0051
ISSN: 1359-8546

Keywords

  • Integration
  • Alliances
  • Transport operations
  • Logistics management
  • Collaboration
  • Logistic service providers

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Article
Publication date: 1 March 1992

Redefining the Strategic Competitive Unit: Towards a New Global Marketing Paradigm?

Ronald L. Schill and David N. McArthur

Introduces a decision framework for making strategic competitivechoices beyond the product‐brand, business unit, or corporate levels ofanalysis. It adds a fourth…

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Abstract

Introduces a decision framework for making strategic competitive choices beyond the product‐brand, business unit, or corporate levels of analysis. It adds a fourth dimension: the multi‐organizational strategic competitive unit which is responsible for planning and implementing competitive strategy in the global marketplace. Long‐range competitive success can no longer be achieved by a single company, and in recent years, the relevant competitive unit has shifted from the company to the larger competitive system of companies aligned in strategic collaborations for competitive advantage. For example, no longer is competition between one auto assembler and another, but between Toyota and its Keiretsu programme of global networking and strategic alliances with suppliers and other competitors against Ford and General Motors and their relative commitment to the more narrowly focused corporate competitive unit.

Details

International Marketing Review, vol. 9 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/02651339210017037
ISSN: 0265-1335

Keywords

  • International trade
  • Strategic planning

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Article
Publication date: 7 December 2020

The assessment of collaboration quality: a case of sugar supply chain in Indonesia

Wike Agustin Prima Dania, Ke Xing and Yousef Amer

This paper aims to evaluate the collaboration quality performance of sugar company Z and its stakeholders (farmers and distributors) by considering the sustainability…

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Abstract

Purpose

This paper aims to evaluate the collaboration quality performance of sugar company Z and its stakeholders (farmers and distributors) by considering the sustainability aspects. This assessment shall be able to integrate qualitative and quantitative factors in the model, which is critical in sugar supply chains involving multi-stakeholders.

Design/methodology/approach

Integration of quality function deployment (QFD), the fuzzy analytical network process (FANP) and the data envelopment analysis (DEA) is administered to assess the efficiency score of each stakeholder involved. The evaluation encompasses collaboration behaviour factors since the input of collaboration activities will result in sustainability aspects such as revenue, green house gas (GHG) emissions and social impact. The analysis has been conducted in two scenarios, those are the basic scenario by utilising original data and the extended scenario by using projection data.

Findings

The result clarifies that the most influential behaviour factor in the collaboration activities is commitment (0.116), while the least important behaviour factors are power (0.008) and adaptation (0.008). Furthermore, by using the extended scenario, the overall efficiency for each benchmarking is higher compared to the condition before the improvement (basic scenario).

Research limitations/implications

The result of this study is only relevant to the particular sugar supply chain and involving limited sustainability variables. Therefore, in a further study, more variables such as technical and financial aspects could be explored further in the assessment process.

Practical implications

The result of this study is available for each stakeholder and can be fundamental for the constant improvement in sustainable supply chain (SSC) practices. It shows that an improvement of one stakeholder will positively impact the entire system.

Social implications

Smallholders and sugarcane farmers will recognise the significance of collaboration behaviour. Thus, they can enhance their mutual benefits by using the existing resources.

Originality/value

This paper arranges for a practical contribution by implementing advanced assessment methods in the sugar supply chain by taking into account the economic, environmental and social aspects. This comprehensive assessment process in the sugar supply chain is the novelty of this paper.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/IJPPM-11-2019-0527
ISSN: 1741-0401

Keywords

  • Quality function deployment
  • Fuzzy analytic network process
  • Data envelopment analysis
  • Sustainability
  • Sugar supply chain
  • Collaboration

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Article
Publication date: 5 May 2015

Food exporters and co-opetition relationships: an analysis on the vegetable supply chain

Emilio Galdeano-Gómez, Juan Carlos Pérez-Mesa and Cynthia Lynn Giagnocavo

The purpose of this paper is to provide empirical evidence on the influence of co-opetition on food exporting in different distribution channels, taking as reference the…

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Abstract

Purpose

The purpose of this paper is to provide empirical evidence on the influence of co-opetition on food exporting in different distribution channels, taking as reference the vegetable farming-marketing sector in southeast Spain.

Design/methodology/approach

The study analyses the data collected from vegetable exporters’ associations and the firms’ individual financial reports. A multivariate empirical model is developed to measure the impact of cooperation and competition relationships (both horizontal and vertical ones) on exporting. This model includes the influence of main buyers distinguishing basically between retailers and wholesalers.

Findings

The results obtained show that diverse forms of collaboration with competitors, in both horizontal (such as logistics and research projects) and vertical dimensions (such as promotion and quality certifications) have positive effects on vegetable export propensity. These influences become more apparent when large retailers are the main buyers.

Research limitations/implications

The analysed farming-marketing sector features certain singular characteristics, for example the type of products and firms, which should be taken into account when extrapolating the results to other agrifood industries.

Practical implications

For farming-marketing firms with little bargaining power in the supply chain of fresh produce, horizontal and vertical collaboration is a key factor in improving their exporting activity. A greater balance in co-opetition relationships is required to reduce the traditionally negative effect of competition among Spanish firms in the vegetable marketing sector.

Originality/value

These findings should be of value to researchers into co-opetition policies and to managers responsible for strategy formation in international agrifood firm environment.

Details

British Food Journal, vol. 117 no. 5
Type: Research Article
DOI: https://doi.org/10.1108/BFJ-07-2014-0255
ISSN: 0007-070X

Keywords

  • Supply chain
  • Exports
  • Retailers
  • Co-opetition
  • Vegetable market

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Article
Publication date: 14 May 2019

Digital health technology enhances resilient behaviour: evidence from the ward

Iacopo Rubbio, Manfredi Bruccoleri, Astrid Pietrosi and Barbara Ragonese

In the healthcare management domain, there is a lack of knowledge concerning the role of resilience practices in improving patient safety. The purpose of this paper is to…

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Abstract

Purpose

In the healthcare management domain, there is a lack of knowledge concerning the role of resilience practices in improving patient safety. The purpose of this paper is to understand the capabilities that enable healthcare resilience and how digital technologies can support these capabilities.

Design/methodology/approach

Within- and cross-case research methodology was used to study resilience mechanisms and capabilities in healthcare and to understand how digital health technologies impact healthcare resilience. The authors analyze data from two Italian hospitals through the lens of the operational failure literature and anchor the findings to the theory of dynamic capabilities.

Findings

Five different dynamic capabilities emerged as crucial for managing operational failure. Furthermore, in relation to these capabilities, medical, organizational and patient-related knowledge surfaced as major enablers. Finally, the findings allowed the authors to better explain the role of knowledge in healthcare resilience and how digital technologies boost this role.

Practical implications

When trying to promote a culture of patient safety, the research suggests healthcare managers should focus on promoting and enhancing resilience capabilities. Furthermore, when evaluating the role of digital technologies, healthcare managers should consider their importance in enabling these dynamic capabilities.

Originality/value

Although operations management (OM) research points to resilience as a crucial behavior in the supply chain, this is the first research that investigates the concept of resilience in healthcare systems from an OM perspective, with only a few authors having studied similar concepts, such as “workaround” practices.

Details

International Journal of Operations & Production Management, vol. 40 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/IJOPM-02-2018-0057
ISSN: 0144-3577

Keywords

  • Resilience
  • Dynamic capabilities
  • Absorptive capacity
  • Digital health technology
  • Healthcare operations management
  • Operational failure

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