Building Collaborative Networks for Collective Impact in Supply Chain Management and Social Change

The objective of this study is to enhance SCM through the collaborative networks approach for social change and collective impact. This is achieved by making use of the theory of social network and structural equation modeling while looking at competencies at various levels, which include individual, organizational, and inter-organizational levels. The research examines the importance of organizational awareness, supply network competence, and collaborative awareness concerning how these competencies influence strategic partnerships and overall firm performance. Social exchange theory (SET) is further utilized to understand the influence of trust, commitment, reciprocity, and power on information sharing and collaboration within supply chains. The study focuses on empirical analysis that uses a case study in the manufacturing sector, in order to argue that knowledge exchange and inter-organizational relationships produce competitive advantages. Findings and implications: In an effort to facilitate more sustainable, equitable, and efficient supply chains in the face of global challenges, the research develops a multi-level framework for SCM integrating human resource management practices, collaborative behaviors, and technological solutions.Collaboration, Collective Impact, Supply Chain Management, Social Change, Stakeholder Engagement