Cross-Border Supply Chain Collaboration and Its Influence on Corporate Governance Practices in Multinational Firms: A Phenomenological Inquiry

This study examined the interplay between cross-border supply chain collaboration (CBSCC) and corporate governance (CG) practices in multinational corporations (MNCs) using a phenomenological research approach. Data were obtained through semi-structured interviews with supply chain and governance professionals from Nestlé, Unilever, and Dangote Group. Thematic analysis revealed five key themes: governance adaptation, stakeholder engagement, compliance dilemmas, ethical sourcing challenges, and the role of technology in governance coordination. Findings indicate that MNCs operating in Africa must adapt governance frameworks to local institutional contexts while maintaining global compliance standards. Effective stakeholder engagement emerged as crucial for building trust and ensuring sustainable collaboration. Compliance challenges were linked to diverse regulatory requirements, while ethical sourcing concerns highlighted the need for stronger due diligence and supplier monitoring. Technology was identified as an enabler of transparency, though its potential is limited by infrastructural and digital literacy gaps. The study affirms the relevance of agency and stakeholder theories in explaining how governance mechanisms shape supply chain outcomes. It concludes that robust, adaptive governance integrated into supply chain practices enhances resilience, reputation, and long-term value creation. The findings have implications for policymakers, firms, and regional trade institutions seeking to strengthen governance and competitiveness in global supply chains.