Cynthia Wallin

A Dynamic Collaboration Capability as a Source of Competitive Advantage

The resource-based view of the firm argues the essence of decision making is to determine how firm and supply chain resources can be configured to achieve inimitable advantage and superior performance. However, combining resources found among diverse members of a supply chain requires higher levels of coordination than exist at most companies. Manifest cross-functional and interorganizational conflict impedes the relational advantages of collaboration. This research employs a multimethod—survey and interview—approach to evaluate collaborations influence on operational and firm performance. Our findings show that collaboration, as a dynamic capability, mediates the conflict resulting from functional orientations, and improves performance. Specific structural enablers to enhance an organizations collaborative capability are identified and described, providing insight into how firms can exploit interfirm resources for competitive advantage.

Supply chain information‐sharing: benchmarking a proven path

Purpose – The purpose of this paper is to examine the development and competitive influence of a supply chain (SC) information‐sharing capability over time.Design/methodology/approach – Survey data were collected in 1999/2000 and 2005/2006. Case study interviews conducted in the same time periods are used to contextualize the survey results.Findings – The analysis shows that an overall increase in the level of investment in IT in conjunction with higher levels of willingness to share the information is needed to support SC competitiveness. Both connectivity and willingness are shown to contribute to performance improvements. Further, empirical evidence suggests that the greatest performance improvements occur when companies develop both dimensions of an information sharing capability.Originality/value – The paper uses a multi‐method, longitudinal methodology to evaluate the evolution of technology and behavioral dimensions of a SC information‐sharing capability and to document their influence on firm oper...

Towards a better understanding of supply chain quality management practices

This paper reports the results of a comparative study of quality tools and methods adoption by operations and supply chain managers. A survey was administered to both types of managers in the Western United States. Performing a Kruskal Wallis analysis, we found support for the hypothesis that operations and supply chain managers approach quality management differently. We found that operations managers tend to manage supply chains through procedural methods such as ISO 9000 and supplier evaluation. Supply chain managers tend to be more collaborative, emphasising supplier development and complaint resolution. We found that both types of managers adopted on the job training, data analysis, supply chain management, customer relationship management, project management and surveys. This paper represents another step in defining the field of supply chain quality management.

Can small firms gain relational advantage? Exploring strategic choice and trustworthiness signals in supply chain relationships

Organisational theory explicates that partners who overcome the challenges to developing trust-based interorganisational relationships can gain a vital source of competitive advantage. However, the extant relational research focuses on large, resource-rich entities. We, by contrast and extension, investigate whether small and medium-sized firms can leverage supply chain relationships for competitive advantage. Specifically, power imbalances and resource constraints are additional challenges common to small firms that may diminish their desire and ability to pursue relational advantage. However, we posit that effective, trust-based governance can enable small and medium-sized firms to overcome their unique challenges to enter more collaborative relationships and thereby improve operational and firm performance. Our findings from a survey of manufacturing firms provide evidence that small and medium-sized firms can gain performance benefits when they (1) make the conscious choice to pursue trust-based collaboration and (2) strategically demonstrate trustworthiness.