Social exchange theory

The theoretical literature on supply chain collaboration is diversified representing multiple perspectives. The diverse literature reflects the versatile nature of supply chain collaboration involving a variety of motives and objectives (Barringer and Harrison 2000 Hitt 2011 Verdecho et al. 2012 Fawcett et al. 2012). This study examines supply chain collaboration from multiple perspectives (1) technical-economic perspective, e.g. uncertainty reduction, transaction cost economics, resource based view, relational view, and extended resource based view (2) sociopolitical perspective, e.g. resource dependence theory, social exchange theory, and social dilemma theory (3) trust based rationalism and (4) learning and knowledge perspective. These multiple perspectives provide us with insights into the nature, forms, contents, and forces of supply chain collaboration. 

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. 

Das, T. K., Teng, B. S. (2002). Social exchange theory of strategic alliances. InF. J. ContractOT P. Lorange (Eds.), Cooperative Strategies and Alliances (pp. 439 60). Oxfind Elsevier Science. 

Fourth, this research has provided a theoretical framework that identifies characteristics, antecedents, and consequences of lOS enabled supply chain collaboration. The conceptual model was built based on the review of a wide range of literature, incorporating appropriate features of interorganizational models from different perspectives (i.e., transaction cost economics, resource-based view, resource dependence theory, social exchange theory, trust-based rationalism, and knowledge perspective). By blending multiple theoretical perspectives, a full-round picture of supply chain collaboration has been painted. The framework has provided a foundation for future research. The framework can be used to study both collaboration formation and ongoing collaboration evaluation and maintenance to further enrich the collaboration theory. 

Credibility can be viewed as an attitude held by one person toward another, based on the first person s observations of the other s behavior. Most research in this area has focused on the subordinate s trust in the leader and has focused on leader behaviors that lead to perceptions of trustworthiness. Various perspectives have been used to understand the development of trust. Research in social exchange theory reveals that leaders initiate the development of trust by acting in ways that provide benefits to followers (e.g., reducing uncertainty). Over time, the odds that followers trust the leader increase, and followers behave in ways that provide benefits to the leader (e.g., cooperation). 

In September of 1920, Polanyi took a position in Berlin at the Kaiser Wilhelm Institute for Fiber Chemistry, which was housed in the buildings of the Kaiser Wilhelm Institute for Physical Chemistry and Electrochemistry directed by Fritz Haber. [8] By this time Polanyi had published his doctoral thesis and papers in several areas of thermodynamics, including papers on Nernst s heat theorem and Einstein s quantum theory for specific heats. [9] In the next 13 years, before he was forced to leave Germany in 1933, Polanyi worked in several areas of physical chemistry in Berlin, afterwards heading Manchester s physical chemistry laboratory for fifteen years. In 1948 Polanyi exchanged his professorship in chemistry at Manchester for a chair in social studies, thus formally becoming a philosopher. 

Just as economic analysis usually omits the influence of social capital on the stability of market exchange, the theory of supply chain... 

Jones, C., W.S. Hesterly, S.P. Borgatti, 1997. A general theory of network governance exchange conditions and social mechanisms. Academy of Management Review, 22(4) 911-945. 

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