Supplier perceptions of knowledge sharing in buyer‐supplier relationships: a service example

The increasing need for supply chain visibility and strategic partnership depends on buyer‐supplier relationship and business to business (B2B) sharing of explicit and tacit knowledge. This study examines how the behavioural and psychological determinants contribute to the sharing of explicit and tacit knowledge between buyer and supplier. Surveys collected from 100 US service supplier organisations show that collective responsibility for risks and benefits, discussing long term planning; making decisions beneficial to each other and mutual dependency are instrumental in successful buyer‐supplier knowledge sharing. While both explicit and tacit knowledge are perceived significant, explicit knowledge contributes to the sharing of core business processes while tacit knowledge is associated with the sharing of environmental and business planning information. Furthermore, as‐needed specialty and preferred vendor contracts facilitate the association of psychological determinants and buyer‐supplier knowledge sharing.