Information sharing is a vital manipulator of supply chain management that augments the overall performance of the entire chain (Lee and Whang, 2000; Hassan and Nasereddin, 2018).
Performance improvement is attained through improving cooperation and synchronisation of the supply chain processes (Fawcett et al., 2007), reducing the degree of insecurity (Mentzer et al., 2001), and facilitating planning and decision making strategies while decreasing costs. Data
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sharing also expands the level of confidence among supply chain stakeholders (Fawcett et al., 2007), which is essential to establish and maintain constructive relationships.
Some firms in supply chains believe that the information shared does not affect their business operations, or their partners lack the skills to use the shared information appropriately (Jongman, 2017). This has caused adverse effects among firms on sharing information. The lack of organisational and technological resources of some smaller firms of a supply chain may prevent them from sharing information (Fawcett et al., 2007; Jongman, 2017). To facilitate information sharing in a supply chain, all members need to be co-operative and work towards it. To advance information sharing, it is essential to understand why it is important and the various circumstances under which trading partners would be open to share information (Khan et al., 2016).
The underpinning of strong associations between supply chain partners is an imperative component of supply chain management which increases its chances of success. Ensuring productive inter-organisational relationships is often a challenging area where many firms still struggle (Fawcett et al., 2007; Baba et al., 2021). The facets in the relationship dimension, for example trust (Li and Lin, 2006), dedication, power and reliance and personal network (Cai, Jun and Yang, 2010, Cai and Yang, 2014), are the qualities of partnership which highlight the partners efficacy to work together and achieve goals (Mohr and Spekman, 1994; Baba et al., 2021).
A large proportion of reviewed papers have focused on the components in the relationship dimension. For effective information sharing to occur, it is essential that four factors: trust, commitment, power and dependence, in conjunction with informal personal networks produce a strong organisational relationship between supply chain partners.
Individuals play a vital role as they facilitate information sharing within DSA. However, they are subject to several individual or personal factors. Multiple studies have concentrated on technology and its use in information sharing, without accounting for the human component (Bakhari and Zawiyah, 2012; Nazifa and Ramachandran, 2019). Considering that information is processed by an individual, it becomes reliant on his/her inclination to utilise the information to contribute towards the requirements of the company. Individuals may be personally motivated to
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either share information well or discourage them from performing their tasks effectively (Oye et al., 2012; Nazifa and Ramachandran, 2019).
From the findings, the sales department outlined that the factors influencing the management of information sharing were communication difficulties between staff members of different departments concerning pricing issues and stock availability. The finance department outlined that waiting for authorisation influences the management of information sharing in their division.
The operations department also cite human error as an influence that hinders correct and precise information sharing. The Masta Data department cites that improper following of protocols by personnel adds to disruption of internal information sharing.
Their viewpoints are dependent on their attitude towards specific situations concerning information sharing at DSA. The employees at DSA may have varying levels of tolerance and patience with regard to delayed orders and the lack of communication among departments. When employees feel that information sharing is achievable and they are able to convey the information well, this has been shown to have an instant positive effect on the performance of companies and their outcomes (Evans, 2012; Topal and Sahin, 2018). Exploratory probing of employee conduct and their willingness to provide information and expertise could be a potential indicator of their approach toward information sharing. This may have significant implications for companies and their performances.
A positive state of mind and enthusiasm are needed when sharing information internally or externally. Khan et al. (2016) highlighted some of the individual factors that could shape employees' information sharing behavior. These factors could include time constraints or deadlines, dominance in sharing information that the other person is expected to know, employees’ level of satisfaction, appraisal, level of comprehension, aptitude, criticism, level of expertise, interpersonal relationships, ability to communicate effectively, social skills, education level, discrepancies in age or gender, individuals’ culture or race, level of altruism, level of commitment and obligation to the company, and their personal values and beliefs.
Structural characteristics and administration have been generally used as predictors of organisational activities (Moberg, 2000; Dawes, 2016). Inter-organisational information sharing involves adequate in-house efforts for its progression (Baba et al., 2021). Aspects that arise
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internally between departments and divisions within the organisation are described as intra- organisational dimensions.
Information technology, information quality (Lee et al., 2010), upper management dedication (Li and Lin, 2006; Wang et al., 2014), reputation, market orientation, diplomacy, complexity of business condition, project payment, supervision and supply network arrangement comprise the ten intra-organisational factors and are considered to have a significant impact on information sharing within supply chains (Gürlek and Tuna, 2018).
Information and communication technology (ICT) plays a fundamental role in expediting information sharing in organisations. Bakhari and Zawiyah (2012) and Chen et al. (2020) highlights that ICT is a key constituent in information management. ICT tools are classified into five categories, namely: office applications, groupware, work process systems, analytical systems and information systems. Effective implementation of the ICT tools allows for competent and successful information sharing among employees. Office applications involve emails, messaging, and scheduling. Groupware is the term used to describe databases, application sharing and electronic meeting systems. Information systems encompass portals, e- learning, and information sharing.
Environmental characteristics are inevitable and it is difficult for individual organisations to attempt to control them. However, organisations can curtail the influences of such environmental factors by ascertaining joint relationships with their trading partners which assists in making informed, educated decisions (Li and Lin, 2006). Firms require more information sharing pertaining to customer requirements and desires, scheduling and delivery procedure, market competition, fluctuating government laws and regulations so that they may overcome unexpected challenges whilst maintaining their efficiency.
Both the literature and the findings from various departments pointed out to the digital integration and internal processes as very dynamic in terms of people’s interpretations. This could result in a very big disconnect if not approached with a consideration of these many factors influencing information sharing, such as the skills and understanding of the processes, race, culture, gender etc. The findings of this objective were positive in a manner that various
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departments were able to acknowledge and admit that to a certain degree, there are glitches in terms of information sharing with other departments.
5.3. The state of the current supply chain management on customer relationship