Knowledge complementarity and knowledge exchange in supply channel relationships

kyung kyu Kim, Narayan S. Umanath, Joo Young Kim, Fred Ahrens, Beomsoo Kim

Research output: Contribution to journalArticle

32 Citations (Scopus)

Abstract

Existing literature on knowledge exchange in inter-organizational relationships (e.g., a supply channel) reveals two opposing forces at work: (1) collaborative behavior and (2) opportunistic behavior. A concurrent assessment of the opposing perspectives and the contingencies under which each is relevant for supply channel performance can add valuable insights about the dynamics of knowledge exchange. We juxtapose the two behavior patterns using social capital theory and transaction cost economics (TCE) respectively as the explicators and employ knowledge complementarity as the contingency to reconcile the opposing behavior patterns. The choice of knowledge complementarity in this role stems from ample theoretical and empirical support in prior literature about the criticality of this factor in inter-firm knowledge exchange. We propose a research model, and use data from a field study of 82 firms in the Electronics Manufacturing Services (EMS) industry to test our model. Our findings indicate that overall inter-organizational trust (a surrogate for social capital) and knowledge complementarity promote knowledge exchange behavior in a supply channel. The retarding effect of risk of opportunism (a TCE dimension) manifests only when knowledge complementarity is low. However, when knowledge complementarity is high, contrary to expectations, inter-organizational trust appears to impede knowledge exchange. Our post hoc analysis of this intriguing, counterintuitive result leads us to knowledge interdependence and dependence asymmetry as potentially critical antecedents to knowledge complementarity. Implication of our findings to academic research and supply chain scenario is also articulated.

Original languageEnglish
Pages (from-to)35-49
Number of pages15
JournalInternational Journal of Information Management
Volume32
Issue number1
DOIs
Publication statusPublished - 2012 Feb 1

Fingerprint

supply
Economics
behavior pattern
Supply chains
knowledge
Costs
transaction costs
Electronic equipment
contingency
social capital
opportunism
Industry
field of study
interdependence
asymmetry
economics
manufacturing
electronics
scenario
firm

All Science Journal Classification (ASJC) codes

  • Information Systems
  • Computer Networks and Communications
  • Library and Information Sciences

Cite this

Kim, kyung kyu ; Umanath, Narayan S. ; Kim, Joo Young ; Ahrens, Fred ; Kim, Beomsoo. / Knowledge complementarity and knowledge exchange in supply channel relationships. In: International Journal of Information Management. 2012 ; Vol. 32, No. 1. pp. 35-49.
@article{9d94d82d4aca46b4833986d8998c5ced,
title = "Knowledge complementarity and knowledge exchange in supply channel relationships",
abstract = "Existing literature on knowledge exchange in inter-organizational relationships (e.g., a supply channel) reveals two opposing forces at work: (1) collaborative behavior and (2) opportunistic behavior. A concurrent assessment of the opposing perspectives and the contingencies under which each is relevant for supply channel performance can add valuable insights about the dynamics of knowledge exchange. We juxtapose the two behavior patterns using social capital theory and transaction cost economics (TCE) respectively as the explicators and employ knowledge complementarity as the contingency to reconcile the opposing behavior patterns. The choice of knowledge complementarity in this role stems from ample theoretical and empirical support in prior literature about the criticality of this factor in inter-firm knowledge exchange. We propose a research model, and use data from a field study of 82 firms in the Electronics Manufacturing Services (EMS) industry to test our model. Our findings indicate that overall inter-organizational trust (a surrogate for social capital) and knowledge complementarity promote knowledge exchange behavior in a supply channel. The retarding effect of risk of opportunism (a TCE dimension) manifests only when knowledge complementarity is low. However, when knowledge complementarity is high, contrary to expectations, inter-organizational trust appears to impede knowledge exchange. Our post hoc analysis of this intriguing, counterintuitive result leads us to knowledge interdependence and dependence asymmetry as potentially critical antecedents to knowledge complementarity. Implication of our findings to academic research and supply chain scenario is also articulated.",
author = "Kim, {kyung kyu} and Umanath, {Narayan S.} and Kim, {Joo Young} and Fred Ahrens and Beomsoo Kim",
year = "2012",
month = "2",
day = "1",
doi = "10.1016/j.ijinfomgt.2011.05.002",
language = "English",
volume = "32",
pages = "35--49",
journal = "International Journal of Information Management",
issn = "0268-4012",
publisher = "Elsevier Limited",
number = "1",

}

Knowledge complementarity and knowledge exchange in supply channel relationships. / Kim, kyung kyu; Umanath, Narayan S.; Kim, Joo Young; Ahrens, Fred; Kim, Beomsoo.

In: International Journal of Information Management, Vol. 32, No. 1, 01.02.2012, p. 35-49.

Research output: Contribution to journalArticle

TY - JOUR

T1 - Knowledge complementarity and knowledge exchange in supply channel relationships

AU - Kim, kyung kyu

AU - Umanath, Narayan S.

AU - Kim, Joo Young

AU - Ahrens, Fred

AU - Kim, Beomsoo

PY - 2012/2/1

Y1 - 2012/2/1

N2 - Existing literature on knowledge exchange in inter-organizational relationships (e.g., a supply channel) reveals two opposing forces at work: (1) collaborative behavior and (2) opportunistic behavior. A concurrent assessment of the opposing perspectives and the contingencies under which each is relevant for supply channel performance can add valuable insights about the dynamics of knowledge exchange. We juxtapose the two behavior patterns using social capital theory and transaction cost economics (TCE) respectively as the explicators and employ knowledge complementarity as the contingency to reconcile the opposing behavior patterns. The choice of knowledge complementarity in this role stems from ample theoretical and empirical support in prior literature about the criticality of this factor in inter-firm knowledge exchange. We propose a research model, and use data from a field study of 82 firms in the Electronics Manufacturing Services (EMS) industry to test our model. Our findings indicate that overall inter-organizational trust (a surrogate for social capital) and knowledge complementarity promote knowledge exchange behavior in a supply channel. The retarding effect of risk of opportunism (a TCE dimension) manifests only when knowledge complementarity is low. However, when knowledge complementarity is high, contrary to expectations, inter-organizational trust appears to impede knowledge exchange. Our post hoc analysis of this intriguing, counterintuitive result leads us to knowledge interdependence and dependence asymmetry as potentially critical antecedents to knowledge complementarity. Implication of our findings to academic research and supply chain scenario is also articulated.

AB - Existing literature on knowledge exchange in inter-organizational relationships (e.g., a supply channel) reveals two opposing forces at work: (1) collaborative behavior and (2) opportunistic behavior. A concurrent assessment of the opposing perspectives and the contingencies under which each is relevant for supply channel performance can add valuable insights about the dynamics of knowledge exchange. We juxtapose the two behavior patterns using social capital theory and transaction cost economics (TCE) respectively as the explicators and employ knowledge complementarity as the contingency to reconcile the opposing behavior patterns. The choice of knowledge complementarity in this role stems from ample theoretical and empirical support in prior literature about the criticality of this factor in inter-firm knowledge exchange. We propose a research model, and use data from a field study of 82 firms in the Electronics Manufacturing Services (EMS) industry to test our model. Our findings indicate that overall inter-organizational trust (a surrogate for social capital) and knowledge complementarity promote knowledge exchange behavior in a supply channel. The retarding effect of risk of opportunism (a TCE dimension) manifests only when knowledge complementarity is low. However, when knowledge complementarity is high, contrary to expectations, inter-organizational trust appears to impede knowledge exchange. Our post hoc analysis of this intriguing, counterintuitive result leads us to knowledge interdependence and dependence asymmetry as potentially critical antecedents to knowledge complementarity. Implication of our findings to academic research and supply chain scenario is also articulated.

UR - http://www.scopus.com/inward/record.url?scp=84855879269&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=84855879269&partnerID=8YFLogxK

U2 - 10.1016/j.ijinfomgt.2011.05.002

DO - 10.1016/j.ijinfomgt.2011.05.002

M3 - Article

VL - 32

SP - 35

EP - 49

JO - International Journal of Information Management

JF - International Journal of Information Management

SN - 0268-4012

IS - 1

ER -