Collaborative culture

Collaborative The norms, beliefs and underlying culture values with relationship orientation 

Collectivism The extent to which a firm holds we rather than I consciousness when working with supply chain partners 

Power The extent to which a firm believes that 

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Creating a collaborative culture within the local unit and larger system. This approach has evolved and matured into the Johns Hopkins Quality and... 

The collaborative culture of the integrated supply chain has triggered the emergence of new measures particularly in five key areas ... 

The design features and application requirements of the BSC can be adapted to the collaborative culture of the integrated supply chain (see Chapter 13). 

Ideally, the system provides a professional to work with the patient to coordinate care and ensure communication between the various components of the system. Of course, this is difficult to achieve, often because it is unclear who is going to pay for the coordination of care. The traditional system of care, even if called multidisciplinary is characterized by each patient-system interaction being quite independent. To improve patient safety, members of the health care system must think and function in a more collaborative culture (table 2). When the culture of care is changed from traditional to modern, patient safety and outcomes become the ultimate measure of success. A health care system that is patient centric and collaborative will be more cost-effective assuming that outcomes are measured and results are shared transparently. In the end, a more cost-effective system of care will result and better serve the public interest by providing optimal care to the greatest number of patients. 

Collaborative culture is considered as another important antecedent variable with four subcomponents collectivism, long term orientation, power symmetry, and uncertainty avoidance. Collectivism and long term orientation are identified based on trust based rationalism. Power symmetry is viewed from resource dependence theory and social exchange theory. Uncertainty avoidance is evaluated based on transaction cost economics. 

Based on multiple theories, the framework (Fig. 2.1) that relates constructs of IT resources, lOS appropriation, collaborative culture, trust, SC collaboration, collaborative advantage, and firm performance has been developed to conjecture probable truth. In the following sections, hypotheses proposed in the framework will be discussed. 

Hypothesis 3a- Collaborative culture has a significant positive effect on lOS appropriation. 

To test the structural relatioaships amoag the constructs proposed in the previous chapters, reliable and valid instruments must be developed. These instruments measure (1) IT resources, (2) lOS appropriation, (3) collaborative culture, (4) trust, (5) supply chain collaboration, (6) collaborative advantage, and (7) firm performance. The instruments to measure firm performance were adopted from Li (2002). 

Table 7.7 Confirmatory factor analysis results for collaborative culture... 

Table 7.8 reports the results for six pairwise discriminant validity tests between the 4 sub-dimensions of collaborative culture. The test was run with the correlation between the latent variables hxed at 1.0 and with the correlation between the latent variables unconstrained. The differences for one degree of freedom are all significant at p < 0.01. The results strongly support the case for discriminant validity. 

To further validate the proposed model, an alternative model was also tested. It is argued that trust may have a direct impact on collaborative culture (Lit-winenko and Copper 1994) and may have an indirect impact on lOS appropriation. The alternative model is specified in Fig. 7.2. 

Between these two models tested, the data better supports the proposed model in Fig. 7.1. The findings for the proposed structural model are summarized in Table 7.17. Eight out of nine hypothesized relationships are strongly supported with the significant, direct positive effects at the 0.01 level. These hypotheses include H2 (lOS appropriation to supply chain collaboration), H3a (collaborative culture to lOS appropriation), Hsb (collaborative culture to supply chain collaboration), H4a (trust to lOS appropriation), H4b (trust to supply chain collaboration), H5 (supply chain collaboration to collaborative advantage), Hg (supply chain collaboration to firm performance) and H7 (collaborative advantage to firm performance). The path coefficients and t-values for these hypotheses are respectively 0.37(3.26), 0.30(2.94), 0.24(3.17), 0.44(4.54), 0.41(4.95), 0.63(8.92), 0.36(5.09), and 0.49(6.41). Hi (IT resources to lOS appropriation) is supported with the significant, direct positive effect (path coefficient = 0.26, t-value = 2.07) at the 0.05 level. 

It was hypothesized that collaborative culture has a significant positive relationship with supply chain collaboration (H3b). The direct effect of collaborative culture on supply chain collaboration is 0.24, significant at the level of 0.01. 

Collaborative culture also has an indirect positive effect on supply chain collaboration (path coefficient = 0.11 and t-value = 2.26, significant at the 0.05 level), resulting in a total effect of 0.35. This indirect effect is mediated by lOS appropriation. Collaborative culture facilitates the extent of lOS use among the supply chain partners, which further intensifies the level of collaborations among partners. 

The study results demonstrated that collaborative culture is prerequisite for the development of an environment in which supply chain collaboration can occur. When there is a lack of collaborative culture, supply chain collaboration is likely to decrease, and collaborative advantage will be adversely affected. Collaborative culture helps firms to overcome overwhelmingly pursuing individual firm s benefits. If necessary, a firm may need to change its culture—a movement away from... 

This study has provided a useful starting point from which to examine the roles of lOS appropriation, collaborative culture, and tmst in supply chain collaboration and has identified several variables of notable research and managerial significance. As a result, there are a number of interesting areas in which future research could be undertaken to good effect. 

In this study, composite measures are used to represent each construct, and only the construct-level stractural model is tested using LISREL. However, the nature of relationships among sub-constructs across different variables will be more interesting. For example, what components of collaborative culture have more impact on supply chain collaboration What differing roles of three components of lOS appropriation on supply chain collaboration What dimensions of supply chain collaboration has more impact on collaborative advantage By assessing these relationships at the sub-construct level, many alternative models can be explored and the findings will be more useful for decision makers. 

Roles of Interorganizational Systems, Trust, and Collaborative Culture... 

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