This study investigates how and under which conditions coopetition, a strategic relationship that blends collaboration and competition among firms, contributes to Triple-A supply chain capabilities: agility, adaptability and alignment. The research examines the indirect effects of coopetition on Triple-A capabilities, focusing on the mediating roles of supply chain digitalization (SCD) and supply chain integration and the moderating role of IT alignment.
Drawing on the dynamic capabilities theory, this research employs an empirical approach, analyzing data from a scenario-based experimental study. The targeted population is supply chain and operations managers working in US organizations.
The analysis reveals that coopetition contributes to Triple-A supply chain capabilities through the serial mediation of SCD and integration. Moreover, IT alignment is found to positively moderate both the digitalization-Triple-A link and the integration-Triple-A link.
This study offers novel empirical evidence on the relationship between coopetition and Triple-A supply chain capabilities. It extends existing literature by highlighting the indirect roles of digitalization, integration and IT alignment in translating coopetitive strategies into dynamic supply chain capabilities. It addresses a key gap in the literature by developing and empirically validating a mechanism-based, boundary-conditioned explanation of how and through which processes coopetition contributes to the development of these three critical supply chain capabilities. The findings provide both theoretical contributions to the field of supply chain management and practical insights for managers seeking to enhance responsiveness and resilience through strategic inter-firm relationships.
