Why joint learning is not enough: the role of motivation and opportunity for customer responsiveness in the international supply chain partnerships

Purpose Drawing on the theoretical model of ability–motivation–opportunity (AMO), the author conceptualizes joint learning as the ability, relational capital as motivation and co-production as an opportunity. The purpose of the study is to explore whether joint learning, relational capital and co-production, representing the constituents of the AMO, can enhance customer responsiveness. Design/methodology/approach The authors explore three possible configurations of the AMO framework, the additive model (primary effect), the combination model (two-way interactions) and the multiplicative model (a three-way interaction). The model is empirically tested by collecting primary data from 149 manufacturers in the information technology industry from Taiwan. In addition, hierarchical regression analysis was performed to test hypotheses. Findings The findings indicate strong support for the additive model, suggesting that joint learning, relational capital and co-production can enhance customer responsiveness, respectively. Also, the results of this study show strong support for the multiplicative model, indicating that the relationship between joint learning and customer responsiveness is positively significant only when both relational capital and co-production are high. Practical implications Suppliers can use the findings from this study to develop their joint learning and understand how joint learning in a buyer–supplier relationship enhances customer responsiveness. Specifically, this study guides firms that seek to understand relational capital and co-production seem to support the effectiveness of joint learning. Originality/value This study suggests that although joint learning enhances the ability to engage in customer responsiveness, the suppliers need adequate motivation and opportunity to exploit this ability entirely.