This research investigates the cognitive barriers to the generation of collaborative innovations among supply chain members. The results of our case study show how different perceptions of relationships between supply chain members can hinder the generation of collaborative innovations despite a shared managerial cognitive basis regarding the potential benefits of collaboration, Thus, we argue that the generation of collaborative innovations is largely dependent on the nature of multiple (not dyadic) supply chain relationships and managers' perceptions about the potential of these relationships. Our results provide important implications to supply chain relationships and their role in the generation of collaborative innovations.
- Managerial cognition
- Supply chain relationships