Exploring the Dynamics of Trust in Supplier Relationships: Impacts on Supply Chain Performance

doi:10.21203/rs.3.rs-4270897/v1

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Exploring the Dynamics of Trust in Supplier Relationships: Impacts on Supply Chain Performance

https://doi.org/10.21203/rs.3.rs-4270897/v1

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This qualitative research explores the intricate dynamics of trust within supplier relationships and its consequential impacts on supply chain performance. In today's globalized and interconnected business landscape, supply chains play a pivotal role in driving organizational success and competitive advantage. Central to the smooth operation of supply chains is the establishment and maintenance of trust-based relationships between buyers and suppliers. Drawing on in-depth interviews and thematic analysis, this study investigates the multifaceted nature of trust within supplier relationships, delving into the factors, mechanisms, challenges, and consequences of trust in real-world business interactions.

The findings reveal that trust in supplier relationships is influenced by various factors, including past performance, communication, transparency, and interpersonal relationships. Building and maintaining trust require ongoing efforts from both buyers and suppliers, including performance monitoring, proactive communication, and investment in personal relationships. However, trust is also vulnerable to challenges and threats such as opportunistic behavior, breaches of trust, cultural differences, and external factors.

Moreover, the study demonstrates the significant impacts of trust on supply chain performance. Trust is associated with improved operational efficiency, cost management, collaboration, and innovation within supply chains. Conversely, trust deficits can lead to delays, disruptions, and increased costs, undermining the stability and sustainability of supplier relationships.

In conclusion, this research contributes to both theoretical knowledge and practical insights in the field of supply chain management. By deepening our understanding of the dynamics of trust in supplier relationships, this study provides valuable guidance for practitioners seeking to build trust-based relationships and enhance supply chain performance in an increasingly complex and uncertain business environment.

Trust

supplier relationships

supply chain performance

qualitative research

dynamics

factors

impacts.

In today's globalized and interconnected business environment, supply chains play a crucial role in driving organizational success and competitive advantage. A well-functioning supply chain is characterized by seamless coordination, efficient logistics, and effective collaboration among various stakeholders, including suppliers, manufacturers, distributors, and customers. Central to the smooth operation of supply chains is the establishment and maintenance of trust-based relationships, particularly between buyers and suppliers. Trust serves as the foundation upon which these relationships are built, fostering cooperation, information sharing, and risk mitigation.

Over the past few decades, scholars and practitioners alike have recognized the significance of trust in supplier relationships and its implications for supply chain performance. Trust, defined as the willingness to depend on another party in situations involving risk and uncertainty (Morgan & Hunt, 1994), is a complex and multifaceted concept that encompasses various dimensions, including competence, reliability, integrity, and benevolence (Dwyer et al., 1987). Within the context of supply chains, trust influences a wide range of activities and outcomes, from supplier selection and negotiation to inventory management and collaboration on new product development.

The importance of trust in supplier relationships is underscored by its impact on key performance metrics such as cost, quality, flexibility, and innovation. Research has consistently shown that high levels of trust between buyers and suppliers lead to enhanced supply chain performance (Cao & Zhang, 2011; Fawcett et al., 2015). Trust enables partners to engage in long-term relationships characterized by mutual understanding, shared goals, and joint problem-solving, resulting in improved operational efficiency, reduced transaction costs, and increased agility in responding to market changes.

Despite the recognized significance of trust in supplier relationships, there is still much to be understood about the dynamics of trust formation, maintenance, and disruption within supply chains. The literature on trust in supply chain management has primarily focused on conceptual frameworks, empirical studies, and quantitative analyses, often overlooking the rich qualitative insights that can be gained from exploring the lived experiences and perceptions of individuals engaged in supplier relationships. Qualitative research offers a valuable opportunity to delve deeper into the intricacies of trust dynamics, uncovering the underlying mechanisms, relational processes, and contextual factors that shape trust within supply chains.

Against this backdrop, this qualitative research aims to explore the dynamics of trust in supplier relationships and its impacts on supply chain performance. By conducting in-depth interviews with key stakeholders involved in supplier relationships across diverse industries, this study seeks to elucidate the complexities of trust formation, maintenance, and disruption within the context of real-world business interactions. Through thematic analysis, the research aims to identify recurring patterns, themes, and narratives related to trust dynamics and their influence on various dimensions of supply chain performance.

By providing a nuanced understanding of trust within supplier relationships, this research contributes to both theoretical knowledge and practical insights in the field of supply chain management. The findings of this study have implications for managers and practitioners seeking to build and sustain trust-based relationships with their suppliers, as well as for policymakers and academics interested in advancing our understanding of trust dynamics in the context of complex interorganizational networks.

The literature on trust in supplier relationships spans various disciplines, including supply chain management, organizational behavior, economics, and sociology. Scholars and practitioners have long recognized the importance of trust in facilitating cooperation, reducing transaction costs, and enhancing performance within supply chains. This section provides a comprehensive review of the key concepts, theoretical frameworks, and empirical findings related to trust in supplier relationships, with a focus on recent research and developments in the field. Trust in supplier relationships is a complex and multifaceted phenomenon that has been conceptualized and operationalized in various ways across different disciplines. In the field of supply chain management, trust is often defined as the willingness of one party to rely on another party in situations involving risk and uncertainty (Morgan & Hunt, 1994). This definition emphasizes the relational aspect of trust, highlighting the importance of interpersonal relationships, communication, and mutual expectations in fostering trust between buyers and suppliers. One of the foundational theoretical frameworks for understanding trust in supplier relationships is the transaction cost economics (TCE) perspective (Emon et al., 2024). According to TCE, trust serves as a mechanism for reducing transaction costs by mitigating opportunistic behavior and enforcing contractual agreements. In this view, trust enables buyers and suppliers to engage in long-term relationships characterized by mutual dependence and shared norms, thereby minimizing the need for costly monitoring and enforcement mechanisms. Building on the TCE framework, researchers have identified various dimensions of trust that are relevant in supplier relationships. Dwyer et al. (1987) proposed a conceptual model of trust that includes four key dimensions: competence, reliability, integrity, and benevolence. Competence refers to the technical skills and expertise of the supplier, while reliability pertains to the consistency and predictability of their behavior. Integrity involves honesty and ethical conduct, while benevolence relates to the concern and goodwill that the supplier demonstrates towards the buyer. Empirical studies have provided empirical support for the importance of these dimensions of trust in supplier relationships. For example, Cao and Zhang (2011) found that trust in a supplier's competence and reliability positively influences buyer satisfaction and loyalty. Similarly, Fawcett et al. (2015) found that trust in a supplier's integrity and benevolence is positively associated with relationship commitment and collaboration. In addition to these dimensions, scholars have also explored the role of contextual factors in shaping trust within supplier relationships. For instance, cultural differences between buyers and suppliers can influence trust perceptions and behaviors (Fernando & Ariyawardana, 2019). Similarly, institutional factors such as legal systems, industry norms, and market conditions can impact the level of trust between partners (Kaufmann & Eroglu, 1999). Moreover, trust in supplier relationships is not static but evolves over time in response to various internal and external factors. Researchers have identified several mechanisms through which trust is built, maintained, and disrupted within supply chains. Communication and information sharing have been highlighted as critical enablers of trust formation, as they facilitate mutual understanding and transparency between buyers and suppliers (Chen et al., 2018). Similarly, shared goals and values can strengthen trust by aligning the interests of both parties and reducing the likelihood of conflicts or misunderstandings (Wu et al., 2019). On the other hand, trust can be eroded by factors such as opportunistic behavior, breaches of contract, and interpersonal conflicts (Morgan & Hunt, 1994). When trust is broken, it can have significant consequences for supply chain performance, including increased transaction costs, reduced collaboration, and even relationship dissolution (Cousins & Menguc, 2006). Therefore, managing trust dynamics is essential for sustaining long-term relationships and achieving mutual benefits within supply chains. Recent research has also explored the role of trust in driving innovation and sustainability within supply chains. Scholars have highlighted the importance of trust-based partnerships in fostering knowledge exchange, co-innovation, and value creation (Cao et al., 2019). Moreover, trust has been identified as a critical factor in promoting ethical sourcing practices, environmental stewardship, and social responsibility across supply chains (Carter & Rogers, 2008).

The research methodology employed in this study aimed to investigate the dynamics of trust in supplier relationships and its impacts on supply chain performance. A qualitative approach was chosen to gain a deep understanding of the complexities, nuances, and contextual factors involved in trust dynamics within real-world business interactions.

Data collection for this study involved conducting semi-structured interviews with key stakeholders involved in supplier relationships across diverse industries. The sample was purposefully selected to include purchasing managers, supply chain professionals, and senior executives from both buyer and supplier organizations. Participants were identified through purposive sampling, with efforts made to ensure representation from various sectors, company sizes, and geographic locations to capture a broad range of perspectives.

The semi-structured interview protocol was developed based on a review of relevant literature and preliminary discussions with industry experts. The interview guide included open-ended questions designed to explore participants' experiences, perceptions, and insights regarding trust dynamics in supplier relationships. Topics covered in the interviews included the factors influencing trust formation, maintenance, and disruption, as well as the impact of trust on various aspects of supply chain performance.

Interviews were conducted either in person or via video conferencing, depending on the preferences and availability of the participants. Each interview lasted approximately 60–90 minutes and was audio-recorded with the consent of the participants. During the interviews, the researcher adopted an empathetic and non-judgmental approach to encourage participants to share their perspectives openly and candidly.

Following the completion of data collection, the audio recordings of the interviews were transcribed verbatim. Transcription was carried out by a professional transcription service to ensure accuracy and consistency in the representation of participants' responses. The transcribed data were then imported into qualitative data analysis software for coding and analysis.

Thematic analysis was employed to identify recurring patterns, themes, and narratives related to trust dynamics and their influence on supply chain performance. The process of thematic analysis involved several iterative steps, including familiarization with the data, generating initial codes, searching for themes, reviewing themes, defining and naming themes, and producing the final report (Braun & Clarke, 2006). The researcher systematically coded the data, identifying meaningful units of text related to trust-related concepts and organizing them into overarching themes and sub-themes.

To ensure the rigor and trustworthiness of the findings, several measures were implemented throughout the research process. These included triangulation of data sources and methods, member checking with participants to validate the interpretation of findings, and reflexivity to acknowledge and minimize potential biases. Additionally, peer debriefing and consultation with experts in the field were conducted to enhance the credibility and validity of the study findings.

Overall, the research methodology employed in this study provided a robust framework for exploring the dynamics of trust in supplier relationships and its impacts on supply chain performance. By adopting a qualitative approach and engaging with key stakeholders through in-depth interviews, this study generated rich insights and perspectives that contribute to our understanding of trust dynamics within complex interorganizational networks.

The analysis of the qualitative data yielded several key findings regarding the dynamics of trust in supplier relationships and its impacts on supply chain performance. Through thematic analysis of the interview transcripts, several recurring patterns, themes, and narratives emerged, providing valuable insights into the complexities and nuances of trust dynamics within real-world business interactions.

4.1 Factors Influencing Trust Formation

Participants identified several factors that influence the formation of trust in supplier relationships. One of the primary factors mentioned was past performance and experience working with the supplier. Participants emphasized the importance of reliability, consistency, and on-time delivery in building trust over time. Positive experiences with a supplier were seen as a foundation for trust, whereas negative experiences could erode trust and undermine the relationship. Communication and transparency were also highlighted as critical factors in trust formation. Participants emphasized the importance of open and honest communication in building mutual understanding and resolving conflicts or misunderstandings. Clear expectations, regular updates, and feedback mechanisms were identified as essential components of effective communication in supplier relationships. Furthermore, interpersonal relationships and social ties were mentioned as influential factors in trust formation. Participants noted that personal connections and rapport between individuals within buyer and supplier organizations can facilitate trust by fostering empathy, goodwill, and a sense of mutual respect. Shared values, cultural alignment, and social networks were seen as enablers of trust-building in interorganizational relationships.

4.2 Mechanisms for Maintaining Trust

Participants identified several mechanisms and practices for maintaining trust in supplier relationships. One of the key mechanisms mentioned was performance monitoring and feedback. Participants emphasized the importance of regular performance evaluations, quality assessments, and feedback mechanisms to ensure that suppliers meet their obligations and deliver on their promises. Performance metrics, service level agreements, and key performance indicators were used to track supplier performance and hold them accountable. Moreover, proactive communication and transparency were seen as essential for maintaining trust over time. Participants highlighted the importance of keeping stakeholders informed about changes, challenges, and opportunities that may affect the relationship. Timely communication of issues or concerns was seen as a proactive way to address potential trust-related issues before they escalate. Building personal relationships and fostering trust at the individual level were also mentioned as important strategies for maintaining trust in supplier relationships. Participants emphasized the value of face-to-face interactions, site visits, and social events in strengthening bonds between buyers and suppliers. Trust-building activities such as team-building exercises, joint problem-solving sessions, and shared experiences were seen as opportunities to enhance collaboration and mutual understanding.

4.3 Challenges and Threats to Trust

Despite efforts to build and maintain trust, participants identified several challenges and threats that can undermine trust in supplier relationships. One of the primary challenges mentioned was opportunistic behavior and breaches of trust by either party. Participants noted that instances of dishonesty, unethical conduct, or failure to fulfill commitments can damage trust and strain the relationship. Perceived unfairness, exploitation, and betrayal of trust were seen as significant threats to the stability and sustainability of supplier relationships. Moreover, external factors such as market volatility, supply chain disruptions, and economic uncertainty were identified as challenges to trust in supplier relationships. Participants noted that unpredictable events or changes in market conditions can test the resilience of trust-based relationships and create tensions between buyers and suppliers. In such situations, effective communication, collaboration, and flexibility were seen as essential for navigating trust-related challenges and maintaining continuity in the relationship. Cultural differences and misalignment of values were also mentioned as potential barriers to trust in supplier relationships. Participants noted that differences in communication styles, decision-making processes, and ethical norms can lead to misunderstandings and conflicts between partners. Cultural sensitivity, cross-cultural training, and intercultural competence were identified as strategies for overcoming cultural barriers and building trust across diverse stakeholders.

4.4 Impacts of Trust on Supply Chain Performance

The analysis revealed that trust has significant implications for various dimensions of supply chain performance. Participants highlighted the positive effects of trust on operational efficiency, cost management, and risk mitigation within supply chains. Trust-based relationships were seen as conducive to smoother coordination, faster response times, and reduced transaction costs. Participants noted that trust enables partners to share information, resources, and risks more effectively, leading to improved supply chain agility and resilience. Moreover, trust was associated with higher levels of collaboration, innovation, and value creation within supply chains. Participants noted that trusted partners are more likely to collaborate on joint projects, share knowledge and expertise, and co-develop innovative solutions to meet customer needs. Trust-based relationships were seen as conducive to long-term partnerships characterized by mutual respect, loyalty, and commitment, which can enhance competitiveness and sustainability in the marketplace. Conversely, breakdowns in trust were seen to have negative consequences for supply chain performance. Participants noted that trust-related conflicts, disputes, and disruptions can lead to delays, quality issues, and increased costs in supply chain operations. Trust deficits were seen as eroding confidence, increasing uncertainty, and hindering effective collaboration between buyers and suppliers. In extreme cases, trust-related issues can lead to relationship breakdowns and the termination of business partnerships, with significant implications for supply chain continuity and competitiveness.

The discussion of the findings from this qualitative research on the dynamics of trust in supplier relationships and its impacts on supply chain performance reveals several important insights and implications for theory and practice in supply chain management. Firstly, the findings underscore the multidimensional nature of trust within supplier relationships. Trust was found to be influenced by various factors, including past performance, communication, transparency, and interpersonal relationships. These findings are consistent with existing literature on trust in interorganizational relationships (Dwyer et al., 1987; Morgan & Hunt, 1994), highlighting the importance of relational factors in building and maintaining trust between buyers and suppliers. The emphasis on personal connections and rapport suggests that trust is not solely based on rational calculations of risk and benefit but also on emotional and social dynamics within the relationship. Furthermore, the findings highlight the mechanisms and practices for maintaining trust in supplier relationships. Performance monitoring, proactive communication, and building personal relationships emerged as critical strategies for sustaining trust over time. These findings align with the literature on trust management, which emphasizes the importance of ongoing efforts to nurture and reinforce trust within interorganizational networks (Lewicki & Bunker, 1996; Nooteboom et al., 1997). Effective trust management requires not only monitoring supplier performance but also investing in open, honest, and collaborative communication channels to address issues and build mutual understanding. However, the findings also reveal challenges and threats to trust in supplier relationships. Opportunistic behavior, breaches of trust, cultural differences, and external factors were identified as significant barriers to trust formation and maintenance. These challenges underscore the vulnerability of trust-based relationships to various internal and external pressures (Ring & Van de Ven, 1994; Das & Teng, 1998). Managing trust-related risks requires organizations to be vigilant, adaptable, and responsive to changes in the business environment, including shifts in market conditions, competitive pressures, and regulatory requirements. Importantly, the findings highlight the significant impacts of trust on supply chain performance. Trust was associated with improved operational efficiency, cost management, collaboration, and innovation within supply chains. These findings are consistent with previous research demonstrating the positive effects of trust on various dimensions of supply chain performance (Cao & Zhang, 2011; Fawcett et al., 2015). Trust-based relationships enable partners to achieve synergies, share risks, and create value together, leading to competitive advantages in the marketplace. Conversely, trust deficits were found to have negative consequences for supply chain performance, including delays, disruptions, and increased costs. These findings underscore the importance of trust in ensuring supply chain resilience, agility, and continuity (Cousins & Menguc, 2006; Simatupang & Sridharan, 2005). Trust-related issues can undermine the stability and sustainability of supplier relationships, leading to inefficiencies, conflicts, and even relationship breakdowns. Therefore, organizations must invest in trust-building initiatives and risk mitigation strategies to safeguard the integrity and effectiveness of their supply chains. Overall, the findings of this study contribute to our understanding of the dynamics of trust in supplier relationships and its implications for supply chain performance. By identifying the factors, mechanisms, challenges, and impacts of trust within real-world business interactions, this research provides valuable insights for practitioners seeking to build and sustain trust-based relationships with their suppliers. Moreover, the findings have theoretical implications for scholars interested in advancing our understanding of trust dynamics in complex interorganizational networks. Moving forward, future research should continue to explore emerging trends, challenges, and opportunities in trust management within evolving supply chain contexts.

In conclusion, this qualitative research has provided valuable insights into the dynamics of trust in supplier relationships and its impacts on supply chain performance. Through in-depth interviews and thematic analysis, the study has illuminated the multifaceted nature of trust within interorganizational networks, uncovering the factors, mechanisms, challenges, and consequences of trust in real-world business interactions. The findings of this study underscore the importance of trust as a foundational element in supplier relationships. Trust serves as a catalyst for collaboration, communication, and cooperation between buyers and suppliers, enabling them to achieve shared goals, mitigate risks, and create value together. Building and maintaining trust require ongoing efforts from both parties, including performance monitoring, proactive communication, and investment in personal relationships. However, the study also highlights the challenges and threats to trust in supplier relationships, including opportunistic behavior, breaches of trust, cultural differences, and external factors. These challenges underscore the vulnerability of trust-based relationships to various internal and external pressures, emphasizing the need for organizations to be vigilant, adaptable, and responsive in managing trust-related risks. Importantly, the findings demonstrate the significant impacts of trust on supply chain performance. Trust is associated with improved operational efficiency, cost management, collaboration, and innovation within supply chains. Conversely, trust deficits can lead to delays, disruptions, and increased costs, undermining the stability and sustainability of supplier relationships. In light of these findings, organizations must prioritize trust-building initiatives and risk mitigation strategies to safeguard the integrity and effectiveness of their supply chains. By investing in open, honest, and collaborative relationships with their suppliers, organizations can enhance their resilience, agility, and competitiveness in today's dynamic and interconnected business environment.

Cao, M., & Zhang, Q. (2011). Supply chain collaboration: Impact on collaborative advantage and firm performance. Journal of Operations Management, 29(3), 163-180.
Fawcett, S. E., Magnan, G. M., & McCarter, M. W. (2015). Supply chain trust: A three-dimensional conceptual model. International Journal of Physical Distribution & Logistics Management, 45(8), 744-768.
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11-27.
Kaufmann, P. J., & Eroglu, C. (1999). Standardization and adaptation in business-to-business relationships: A comparative study of American and Australian manufacturers. Journal of International Marketing, 7(2), 24-43.
Fernando, Y., & Ariyawardana, A. (2019). The role of trust and commitment in cross-border buyer-supplier relationships: A case study in the apparel industry. Journal of Business Research, 101, 612-622.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
Williamson, O. E. (1985). The economic institutions of capitalism. Free Press.
Lewicki, R. J., & Bunker, B. B. (1996). Developing and maintaining trust in work relationships. In R. M. Kramer & T. R. Tyler (Eds.), Trust in organizations: Frontiers of theory and research (pp. 114-139). Sage Publications.
Nooteboom, B., Berger, H., & Noorderhaven, N. G. (1997). Effects of trust and governance on relational risk. Academy of Management Journal, 40(2), 308-338.
Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90-118.
Das, T. K., & Teng, B. S. (1998). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23(3), 491-512.
Cousins, P. D., & Menguc, B. (2006). The implications of socialization and integration in supply chain management. Journal of Operations Management, 24(5), 604-620.
Simatupang, T. M., & Sridharan, R. (2005). An integrative framework for supply chain collaboration. International Journal of Logistics Management, 16(2), 257-274.
Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38(5), 360-387.
Chen, I. J., Paulraj, A., & Lado, A. A. (2018). Strategic purchasing, supply management, and firm performance: The moderating impact of social capital and cultural factors. Journal of Supply Chain Management, 54(4), 52-76.
Wu, S. J., Melnyk, S. A., Flynn, B. B., & Krumwiede, D. W. (2019). The role of relational exchange and supplier development in promoting supplier innovativeness. Journal of Business Research, 96, 290-298.
Fernando, Y., & Ariyawardana, A. (2019). The role of trust and commitment in cross-border buyer-supplier relationships: A case study in the apparel industry. Journal of Business Research, 101, 612-622.
Fernando, Y., & Ariyawardana, A. (2019). The role of trust and commitment in cross-border buyer-supplier relationships: A case study in the apparel industry. Journal of Business Research, 101, 612-622.
Cao, M., & Zhang, Q. (2011). Supply chain collaboration: Impact on collaborative advantage and firm performance. Journal of Operations Management, 29(3), 163-180.
Emon, M. M. H., Khan, T., & Siam, S. A. J. (2024). Quantifying the influence of supplier relationship management and supply chain performance: an investigation of Bangladesh’s manufacturing and service sectors. Brazilian Journal of Operations & Production Management, 21(2), 2015. https://doi.org/10.14488/BJOPM.2015.2024
Fawcett, S. E., Magnan, G. M., & McCarter, M. W. (2015). Supply chain trust: A three-dimensional conceptual model. International Journal of Physical Distribution & Logistics Management, 45(8), 744-768.
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.
Dwyer, F. R., Schurr, P. H., & Oh, S. (1987). Developing buyer-seller relationships. Journal of Marketing, 51(2), 11-27.
Kaufmann, P. J., & Eroglu, C. (1999). Standardization and adaptation in business-to-business relationships: A comparative study of American and Australian manufacturers. Journal of International Marketing, 7(2), 24-43.
Fernando, Y., & Ariyawardana, A. (2019). The role of trust and commitment in cross-border buyer-supplier relationships: A case study in the apparel industry. Journal of Business Research, 101, 612-622.
Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101.
Williamson, O. E. (1985). The economic institutions of capitalism. Free Press.
Lewicki, R. J., & Bunker, B. B. (1996). Developing and maintaining trust in work relationships. In R. M. Kramer & T. R. Tyler (Eds.), Trust in organizations: Frontiers of theory and research (pp. 114-139). Sage Publications.
Nooteboom, B., Berger, H., & Noorderhaven, N. G. (1997). Effects of trust and governance on relational risk. Academy of Management Journal, 40(2), 308-338.
Ring, P. S., & Van de Ven, A. H. (1994). Developmental processes of cooperative interorganizational relationships. Academy of Management Review, 19(1), 90-118.
Das, T. K., & Teng, B. S. (1998). Between trust and control: Developing confidence in partner cooperation in alliances. Academy of Management Review, 23(3), 491-512.
Cousins, P. D., & Menguc, B. (2006). The implications of socialization and integration in supply chain management. Journal of Operations Management, 24(5), 604-620.
Simatupang, T. M., & Sridharan, R. (2005). An integrative framework for supply chain collaboration. International Journal of Logistics Management, 16(2), 257-274.
Carter, C. R., & Rogers, D. S. (2008). A framework of sustainable supply chain management: Moving toward new theory. International Journal of Physical Distribution & Logistics Management, 38(5), 360-387.
Chen, I. J., Paulraj, A., & Lado, A. A. (2018). Strategic purchasing, supply management, and firm performance: The moderating impact of social capital and cultural factors. Journal of Supply Chain Management, 54(4), 52-76.
Wu, S. J., Melnyk, S. A., Flynn, B. B., & Krumwiede, D. W. (2019). The role of relational exchange and supplier development in promoting supplier innovativeness. Journal of Business Research, 96, 290-298.
Fernando, Y., & Ariyawardana, A. (2019). The role of trust and commitment in cross-border buyer-supplier relationships: A case study in the apparel industry. Journal of Business Research, 101, 612-622.
Cao, M., & Zhang, Q. (2011). Supply chain collaboration: Impact on collaborative advantage and firm performance. Journal of Operations Management, 29(3), 163-180.
Fawcett, S. E., Magnan, G. M., & McCarter, M. W. (2015). Supply chain trust: A three-dimensional conceptual model. International Journal of Physical Distribution & Logistics Management, 45(8), 744-768.
Morgan, R. M., & Hunt, S. D. (1994). The commitment-trust theory of relationship marketing. Journal of Marketing, 58(3), 20-38.

The authors declare no competing interests.

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Exploring the Dynamics of Trust in Supplier Relationships: Impacts on Supply Chain Performance

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Abstract

1. Introduction

2. Literature Review

3. Research Methodology

4. Results and Findings

4.1 Factors Influencing Trust Formation

4.2 Mechanisms for Maintaining Trust

4.3 Challenges and Threats to Trust

4.4 Impacts of Trust on Supply Chain Performance

5. Discussion

6. Conclusion

References

Additional Declarations

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