Supplier Resource Dependence, Value Creation and Competitive Advantage: The moderating role of Supply Chain Collaboration and Strategic Alliance
DOI:
https://doi.org/10.47941/ijscl.2456Keywords:
Supplier resource dependence, Value creation, Competitive advantage, Supply Chain Collaboration, Strategic AllianceAbstract
Purpose: Value creation within supplier relationships is crucial for organizational success. Collaboration efforts between organizations and their suppliers contribute to the development of innovative products, streamlined processes, and overall operational excellence. Understanding the mechanisms through which value is created within these relationships is imperative for sustainable competitiveness.
Methodology: The research uses an explanatory design to examine the cause-and-effect relationships between the variables. A quantitative research strategy was employed, collecting numerical data through structured questionnaires. A purposive sampling technique was employed in this study to select 400 respondents from the population of supply chain stakeholders in Ghana’s alcoholic and non-alcoholic beverage industry.
Findings: The findings of the study indicate that supplier resource dependency does not have an effect on competitive advantage. Supplier resource dependency significantly influences value creation. There is a statistically significant relationship between value creation and competitive advantage. Strategic alliances amplify the positive impact of value creation on competitive advantage. Supply chain collaboration significantly moderates the relationship between supplier resource dependency and competitive advantage. Value creation positively mediates the relationship between supplier resource dependency and competitive advantage. The findings provide robust theoretical evidence that supply chain collaboration moderates the relationship between supplier resource dependency and competitive advantage.
Unique Contribution to Theory, Practice and Policy: The study builds on resource dependency theory (RDT) by integrating collaborative practices as a moderating factor, showing how dependency can be leveraged for value co-creation and risk mitigation. The study contributes to the theoretical understanding of the synergy between value creation and strategic alliances. This insight adds to the resource-based view (RBV) by demonstrating that alliances not only provide access to external resources but also enhance the efficiency and effectiveness of value creation processes. The study recommends that firms should prioritize building strong, long-term relationships. Organizations should invest in collaborative technologies such as integrated Enterprise Resource Planning (ERP) systems and cloud. Organizations should formalize strategic alliances with suppliers, customers, and other key stakeholders.
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