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Trust is at the heart of a collaborative innovation capability. Without a foundation of trust, collaborative alliances can neither be built nor sustained. Using a two-stage qualitative research method, we discovered that managers understand neither the nature of trust nor the dynamics of trust building. To help alleviate these knowledge gaps, we herein develop a definition of collaborative trust, describe a trust maturity framework, and discuss the competitive power of trust. We conclude by presenting a dynamic systems model that elaborates on the process of building trust to improve collaboration, innovation, and competitive performance.

In the face of fierce global competition and soaring customer expectations, many companies have turned to supply chain management (SCM) to leverage the resources and know-how of suppliers and customers. To obtain an accurate view of what this requires, 52 in-depth interviews were carried out with supply chain leaders to answer the question, "What are the principles that drive successful supply chain design and collaboration?" The findings are summarized as the 10 guiding principles of high-impact SCM. Mapping these guiding principles to a maturity framework reveals that there is much work awaiting managers who embark on the arduous journey toward supply chain collaboration.