Understanding collaborative supply chain relationships through the application
of the Williamson organisational failure framework

Wilding, Richard D.; Humphries, Andrew

dc.contributor.author	Wilding, Richard D.	-
dc.contributor.author	Humphries, Andrew	-
dc.date.accessioned	2011-10-11T07:47:04Z
dc.date.available	2011-10-11T07:47:04Z
dc.date.issued	2006-01-01T00:00:00Z	-
dc.identifier.citation	Wilding, Richard; Humphries, Andrew S. Understanding collaborative supply chain relationships through the application of the Williamson organisational failure framwork. International Journal of Physical Distribution & Logistics Management, 2006, Vol. 36 Issue 4, p309-329,	-
dc.identifier.issn	0960-0035	-
dc.identifier.uri	http://dx.doi.org/10.1108/09600030610672064	-
dc.identifier.uri	http://dspace.lib.cranfield.ac.uk/handle/1826/1181
dc.description.abstract	Many researchers have studied supply chain relationships however, the preponderance of open markets situations and ‘industry-style’ surveys have reduced the empirical focus on the dynamics of long-term, collaborative dyadic relationships. Within the supply chain the need for much closer, long-term relationships is increasing due to supplier rationalisation and globalisation (Spekman et al, 1998) and more information about these interactions is required. The research specifically tested the well-accepted Williamson’s (1975) Economic Organisations Failure Framework as a theoretical model through which long term collaborative relationships can be v	en_UK
dc.publisher	Emerald Group Publishing Limited	en_UK
dc.subject	Supply Chain Management	en_UK
dc.subject	Integration	en_UK
dc.subject	Collaboration	en_UK
dc.subject	C3 Behaviour	en_UK
dc.subject	Williamson’s Organisations Failure Framework	en_UK
dc.subject	UK Defence Procurement	en_UK
dc.title	Understanding collaborative supply chain relationships through the application of the Williamson organisational failure framework	en_UK
dc.type	Article	-