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Understanding collaborative supply chain relationships through the application of the Williamson organisational failure framework

By Richard D. Wilding and Andrew Humphries

Abstract

Many researchers have studied supply chain relationships however, the preponderance of open markets situations and ‘industry-style’ surveys have reduced the empirical focus on the dynamics of long-term, collaborative dyadic relationships. Within the supply chain the need for much closer, long-term relationships is increasing due to supplier rationalisation and globalisation (Spekman et al, 1998) and more information about these interactions is required. The research specifically tested the well-accepted Williamson’s (1975) Economic Organisations Failure Framework as a theoretical model through which long term collaborative relationships can be

Topics: Supply Chain Management, Integration, Collaboration, C3 Behaviour, Williamson’s Organisations Failure Framework, UK Defence Procurement
Publisher: Emerald Group Publishing Limited
Year: 2006
DOI identifier: 10.1108/09600030610672064
OAI identifier: oai:dspace.lib.cranfield.ac.uk:1826/1181
Provided by: Cranfield CERES
Journal:

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