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A Dynamic Collaboration Capability as a Source of Competitive Advantage
Author(s) -
Allred Chad R.,
Fawcett Stanley E.,
Wallin Cynthia,
Magnan Gregory M.
Publication year - 2011
Publication title -
decision sciences
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.238
H-Index - 108
eISSN - 1540-5915
pISSN - 0011-7315
DOI - 10.1111/j.1540-5915.2010.00304.x
Subject(s) - competitive advantage , exploit , resource based view , business , supply chain , dynamic capabilities , resource (disambiguation) , knowledge management , industrial organization , relational view , supply chain management , process management , computer science , marketing , computer network , computer security
The resource‐based view of the firm argues the essence of decision making is to determine how firm and supply chain resources can be configured to achieve inimitable advantage and superior performance. However, combining resources found among diverse members of a supply chain requires higher levels of coordination than exist at most companies. Manifest cross‐functional and interorganizational conflict impedes the relational advantages of collaboration. This research employs a multimethod—survey and interview—approach to evaluate collaboration's influence on operational and firm performance. Our findings show that collaboration, as a dynamic capability, mediates the conflict resulting from functional orientations, and improves performance. Specific structural enablers to enhance an organization's collaborative capability are identified and described, providing insight into how firms can exploit interfirm resources for competitive advantage.