An experimental investigation of environmental knowledge sharing in a supply chain coopetition situation

Abstract

PurposeDespite the important role that suppliers have in enhancing the environmental performance of a buyer firm, previous research has not investigated the individual-level motivations of supplier employees (representatives) in supplier-to-supplier environmental knowledge sharing. Thus, we use insights from the coopetition literature to examine how buyer firms can encourage supplier-to-supplier environmental knowledge sharing with the aim of improving the buyer’s environmental performance.Design/methodology/approachWe empirically test our model using an online vignette-based experiment administered to supply chain managers. We contextualized our results using insights from interviews with senior managers representing firms operating in a broad array of industries.FindingsWe find that a supplier representative’s personal environmental values influence their commitment to an environmental consortium with a rival firm, and they are subsequently willing to share proprietary environmental knowledge. In turn, these relationships are moderated by situational factors including competitive intensity and buyer power.Originality/valueThe study of coopetition is an emerging stream of research in operations management. Our findings improve the understanding on how a focal actor within a buyer–supplier coopetitive network can promote environmental knowledge sharing behavior.