Summary of research questions, key findings and implications
| Research question | Key findings | Theoretical implications | Managerial implications |
|---|---|---|---|
| Is collaborative culture necessary but not sufficient for supply chain collaboration? | Collaborative culture is necessary but not sufficient for supply chain collaboration as it becomes necessary from 21% of supply chain collaboration | This study is the first to consider the nexus between collaborative culture and supply chain collaboration from a sufficiency logic perspective by modelling collaborative culture as a necessary condition for supply chain collaboration | For successful supply chain collaboration, firms should pay attention to collaborative cultural behaviour by prioritising the in their investment decisions because collaborative culture is necessary for successful supply chain collaborations |
| What minimum level of overall collaborative culture is required for low, medium and high levels supply chain collaboration? | For high level of supply chain collaboration (above 79%), low to high levels of collaborative culture (21%–84.8%) is required | This study highlights the bottleneck role of collaborative culture in constraining supply chain collaboration and established the level at which collaborative culture becomes necessary supply chain collaboration | This study provides insight into requirements that firms seeking high levels of collaboration with their supply chain partners must meet with regards to collaborative cultural dimensions |
| Are the dimensions of collaborative culture (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) necessary for supply chain collaboration? | All dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration from 58.35 (collectivism), 39.2% (long-term orientation), 53% (power symmetry) and 50.5% (uncertainty avoidance) | This study extends the literature on how collectivism, long-term orientation, power symmetry and uncertainty avoidance relate to supply chain collaboration by establishing them as necessary but not sufficient conditions for supply chain collaboration | Firm should make the necessary investment in collectivism, long-term orientation, power symmetry and uncertainty avoidance because they are necessary, albeit not sufficient for successful supply chain collaboration |
| What minimum levels of these dimensions of culture (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) are required for high levels of supply chain collaboration? | For high supply chain collaboration (above 79%) low to high levels of collectivism (9.6%–84.8%), long-term orientation (34.4%–86.4%), power symmetry (17.4%–93.3%) and uncertainty avoidance (29.7%–89.4%) are required | This study highlights the bottleneck roles collectivism, long-term orientation, power symmetry and uncertainty avoidance play in constraining supply chain collaboration and indicating the level at which each becomes necessary for supply chain collaboration | For higher level of supply chain collaboration managerial attention should target all dimensions of collaborative culture. Firm that that have overinvested some dimensions should refocus their attention other more critical dimensions that act as bottleneck |
| Research question | Key findings | Theoretical implications | Managerial implications |
|---|---|---|---|
| Is collaborative culture necessary but not sufficient for supply chain collaboration? | Collaborative culture is necessary but not sufficient for supply chain collaboration as it becomes necessary from 21% of supply chain collaboration | This study is the first to consider the nexus between collaborative culture and supply chain collaboration from a sufficiency logic perspective by modelling collaborative culture as a necessary condition for supply chain collaboration | For successful supply chain collaboration, firms should pay attention to collaborative cultural behaviour by prioritising the in their investment decisions because collaborative culture is necessary for successful supply chain collaborations |
| What minimum level of overall collaborative culture is required for low, medium and high levels supply chain collaboration? | For high level of supply chain collaboration (above 79%), low to high levels of collaborative culture (21%–84.8%) is required | This study highlights the bottleneck role of collaborative culture in constraining supply chain collaboration and established the level at which collaborative culture becomes necessary supply chain collaboration | This study provides insight into requirements that firms seeking high levels of collaboration with their supply chain partners must meet with regards to collaborative cultural dimensions |
| Are the dimensions of collaborative culture (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) necessary for supply chain collaboration? | All dimensions of collaborative culture are necessary but not sufficient for supply chain collaboration from 58.35 (collectivism), 39.2% (long-term orientation), 53% (power symmetry) and 50.5% (uncertainty avoidance) | This study extends the literature on how collectivism, long-term orientation, power symmetry and uncertainty avoidance relate to supply chain collaboration by establishing them as necessary but not sufficient conditions for supply chain collaboration | Firm should make the necessary investment in collectivism, long-term orientation, power symmetry and uncertainty avoidance because they are necessary, albeit not sufficient for successful supply chain collaboration |
| What minimum levels of these dimensions of culture (i.e. collectivism, long-term orientation, power symmetry and uncertainty avoidance) are required for high levels of supply chain collaboration? | For high supply chain collaboration (above 79%) low to high levels of collectivism (9.6%–84.8%), long-term orientation (34.4%–86.4%), power symmetry (17.4%–93.3%) and uncertainty avoidance (29.7%–89.4%) are required | This study highlights the bottleneck roles collectivism, long-term orientation, power symmetry and uncertainty avoidance play in constraining supply chain collaboration and indicating the level at which each becomes necessary for supply chain collaboration | For higher level of supply chain collaboration managerial attention should target all dimensions of collaborative culture. Firm that that have overinvested some dimensions should refocus their attention other more critical dimensions that act as bottleneck |
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