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Restraining forces and drivers of supply chain collaboration: evidence from an emerging market

Oyedijo, Adegboyega; Koukpaki, Adebayo Serge Francois; Kusi-Sarpong, Simonov; Alfarsi, Fahd; Yang, Ying

Authors

Adegboyega Oyedijo

Adebayo Serge Francois Koukpaki

Simonov Kusi-Sarpong

Fahd Alfarsi

Ying Yang



Abstract

Purpose - This paper aims to investigate how restraining forces and driving forces impact supply chain collaboration in the context of Nigeria.

Design/methodology/approach - A qualitative approach was adopted. Using semi-structured interviews, data was obtained from manufacturers and third-party logistics providers in Nigeria's food and beverage sector. The data was analysed using the thematic analysis method.

Findings - Interesting findings were revealed regarding how some underlying forces impact supply chain collaboration. These findings were categorised into internal, supply chain, and external environment level factors. However, certain forces were also identified at these distinct levels which can sustain the collaboration between supply chain partners in emerging markets like Nigeria.

Originality/value - Many studies on SCM have wholly focused their attention on developed countries, often neglecting emerging markets like Nigeria in the discourse. Although supply chain collaboration has been well researched, our study attempts to shift the attention to the most populous country in Africa. With the help of the force field theory, this research reveals new insights on the restraining forces and drivers of supply chain collaboration, offering the foundation for a new line of research on this subject in emerging markets.

Practical implications - This research aids managerial understanding of the restraining forces and drivers of supply chain collaboration in an emerging market. Our research also provides new insights on how to manage supply chain collaboration in emerging markets.

Research limitations/implications - The issues highlighted in this paper create opportunities for future studies to dig deeper into the concept of supply chain collaboration in emerging markets. Future studies may find other unique contextual factors which may influence supply chain collaboration asides those identified in this paper.

Citation

Oyedijo, A., Koukpaki, A. S. F., Kusi-Sarpong, S., Alfarsi, F., & Yang, Y. (in press). Restraining forces and drivers of supply chain collaboration: evidence from an emerging market. Supply chain management, https://doi.org/10.1108/SCM-06-2020-0263

Journal Article Type Article
Acceptance Date Mar 18, 2021
Online Publication Date Jun 3, 2021
Deposit Date Mar 22, 2021
Publicly Available Date Mar 28, 2024
Journal Supply Chain Management: an International Journal
Print ISSN 1359-8546
Publisher Emerald
Peer Reviewed Peer Reviewed
DOI https://doi.org/10.1108/SCM-06-2020-0263
Keywords Emerging economies; Supply chain management; Supplier-manufacturer relationships; Collaboration
Public URL https://hull-repository.worktribe.com/output/3743809

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©2021 The authors. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright holder





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