How U.S. Companies are Embracing Change

CRM and other internal applications can help streamline the coordination of external processes with internal firm processes (Rai et al. 2006). ability of a firm to exert influence and bring about change in another firm, particularly when the resources of the focal firm are involved (Hart and Saunders 1998, p. 90). Power has the ability to shape the approach to IOS development (Choudhury 1997). Studies on EDI adoption indicate that the level of dependence a supplier has on a customer can have a positive impact on the customer's ability to influence the supplier to adopt EDI. However, this can also have a negative effect on the diversity of EDI use. Recent research suggests the need for further studies that examine the impact of power dynamics on knowledge management outcomes in organizations (e.g., Argote et al. 2003). 

In a supply chain relationship with an unbalanced dependence structure


the stronger supply chain partners tend to view their smaller counterparts as mere participants in the relationship, rather than as valuable contributors.  The dominant partner often disregards the information requirements of their less influential counterparts and imposes information regulations on the smaller partners in the supply chain (Malhotra et al. 2005). When there is a power imbalance, collaboration might not be focused on benefiting everyone involved. Instead, it may be driven by the interests of the more dominant partners (Hardy and Phillips 1998; Rokkan and Haugland 2002). When a firm has limited power, it becomes increasingly challenging to persuade other firms in the supply chain to participate in an innovation. (Harland et al. 2001). In a supply chain relationship with an imbalanced dependence structure, the utilization of information systems tends to be limited to the activities demanded by the dominant partner (Hart and Saunders 1998). Flexible SC IT improves the capacity of supply chain companies to customize their information systems to accommodate the unique processes of their business partners, thereby enhancing the ability to connect processes throughout the chain. Finally, the advanced technological connectivity provided by SC IT enables numerous employees involved in related functions to participate in interconnected supply chain processes. As a result, it is anticipated that a greater level of SC IT capability will be linked to a higher level of SC process integration.

As a result, even if a supply chain has strong IT infrastructure and IT-enabled relational capabilities


those capabilities might be misused by dominant players for their own benefit, rather than being utilized to foster knowledge management capabilities that require collaboration from both parties involved. My study suggests that cultivating knowledge management capability is more effective when utilizing IT and IT-enabled relational resources in symmetric and highly interdependent relationships, as opposed to asymmetric relationships or relationships with little interdependence. Here are the stated hypotheses: Hypothesis 5a suggests that the relationship between the supply chain's IT infrastructure capability and the supply chain's knowledge management capability may be influenced by dependence. The relationship between IT infrastructure capability and knowledge management capability is most pronounced when firms have a high level of interdependence and symmetry. Hypothesis 5b suggests that the relationship between the supply chain's relational capability and its knowledge management capability can be influenced by dependence. The relationship between relational capability and knowledge management capability is most pronounced when firms have a high and symmetric dependence on each other. Here is a summary of the hypotheses proposed in the research model, as shown in Table 3-4. On the tactical decision-making level, we have activities such as process engineering (Bensaou 1997). And at the strategic decision-making level, we focus on important areas like product design and development (Shah et al., 2003; Holmqvist 2004).

Enhanced collaboration capabilities


Relational capabilities can be developed through the combination of resources that complement each other (Dyer and Singh 1998). Inter-firm collaboration offers supply chain firms the chance to discover and utilize resources that complement each other, even beyond firm boundaries. The concept of "collaboration" is often used in research in a broad sense. Researchers have different interpretations of the term, with some using it to describe cooperation and others referring to specific collaborative programs like Collaborative Planning, Forecasting, and Replenishment (CPFR) (Scott 2000). While some researchers have differing views on the term, there is a suggestion that a collaborative relationship should be more cooperative rather than adversarial (Lamming et al. 2000; Mclaren 2004). Within supply chains, numerous relationships lack true cooperation as a result of power imbalances (Bensaou 1997). My study takes a more expansive approach to collaboration and defines supply chain collaboration as the extent to which activities pertaining to a supply chain relationship are conducted collectively (Bensaou 1997). I did not consider the various environments in which joint activities are carried out, such as cooperative or adversarial settings, in my study. Supply chain collaboration can take place at the At the operational decision-making level, there are tasks like business forecasting (Shah et al. 2003). 

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