Can asymmetry impact performance, collaboration and integration? An empirical study

Purpose The purpose of this paper is to examine the influence of asymmetric environments on collaboration, integration, and performance during supply chain management processes. Design/methodology/approach The study conducted in the industrial sector of two markets – Spain and Poland – considering disparate behaviors among organizations and their managers. Using data collected from 133 firms and advanced partial least squares regression modeling, a number of direct and moderating effects are hypothesized and tested. Findings The authors found that existing asymmetry may prevent achievement of optimum equilibrium. Seven of the ten research hypotheses were validated, providing strong support for the significant role that asymmetry can play in managing supply chains (SCs). This result suggests that managers need to consider whether maximum collaboration or integration with SC partners is possible under the strong influence of asymmetry. The findings provide rational insights to SC managers regarding adequate measures to reduce imbalanced relationships and establish equilibrium between partners under varying contexts of collaboration and integration. Research limitations/implications This study was conducted in only two countries, so generalizations are limited. Furthermore, there are improvements to be made in sample design to allow for further validation and enhancement of the model and method. Practical implications Findings provide rational insights to managers regarding when it is adequate to reduce imbalanced relationships with partners under varying contexts of collaboration and integration. Originality/value Collaboration and integration have been well studied in many fields but this research suggests that managers in asymmetric environments must understand that development of strategies based on integration might be impossible to realize.