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Impact of supply chain relational interactions on information sharing

  • I. Zouaghi

    ((Axe de recherche : Systemes d'Information) - CERAG - Centre d'études et de recherches appliquées à la gestion - Grenoble 2 UPMF - Université Pierre Mendès France - CNRS)

  • A. Spalanzani

    ((Axe de recherche : Systèmes d'Information) - CERAG - Centre d'études et de recherches appliquées à la gestion - Grenoble 2 UPMF - Université Pierre Mendès France - CNRS - Grenoble 2 UPMF - Université Pierre Mendès France)

  • A. Gunasekaran

    (Business Innovation Research center - Universiy of Massachusets)

Registered author(s):

    The environment complexity in which supply chain members are evolving leads them to adopt opposite strategies in a constructive way. In this sense companies tend to create value by cooperation and, at the same time, capture value by competition. This ago-antagonistic behavior generates a relational dynamics in which companies perform on a set of factors to improve their position within the chain. This enables them to progress towards common interests while ensuring on their own ones. In the present paper, this dynamics is analyzed by using ago-antagonistic system theory, which integrates an economic exchange orientation with a social exchange perspective in order to come up with a framework permitting to better understand and justify information sharing antecedents according to supply chain members' behavior.

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    Paper provided by HAL in its series Post-Print with number halshs-00665920.

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    Date of creation: 2011
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    Publication status: Published in Cahier de recherche du CERAG 2011-11 E5. 2011, pp.16 Pages
    Handle: RePEc:hal:journl:halshs-00665920
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    1. Samaddar, Subhashish & Kadiyala, Savitha S., 2006. "An analysis of interorganizational resource sharing decisions in collaborative knowledge creation," European Journal of Operational Research, Elsevier, vol. 170(1), pages 192-210, April.
    2. Hau L. Lee & V. Padmanabhan & Seungjin Whang, 1997. "Information Distortion in a Supply Chain: The Bullwhip Effect," Management Science, INFORMS, vol. 43(4), pages 546-558, April.
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