Given the tension between the rationale for and resistance to supply chain integration (SCI), the authors aim to provide an update on the rhetoric and reality of SCI and extend theory related to adoption and efficacy of integration strategies.

The authors employ a multi‐method – survey and interview – replication approach to gauge the extent to which companies are increasing their engagement in SCI and assess integration's influence on firm performance.

Despite managerial awareness of SCI's potential benefits, levels of integration have remained relatively unchanged over time. Integration is positively related to operational performance and firm performance – primarily through its influence on productivity and customer service. The interviews indicate some firms are beginning to manage value co‐creation initiatives across multiple tiers of the supply chain. They also reveal awareness of integration's competitive potential is insufficient to mobilize resources and mitigate resistance to collaboration. Commitment is a superordinate enabler.

Multi‐method, replication research is rare, but it is necessary to understand collaboration dynamics. The authors' approach enables them to delve into the paradox between the positive performance impact and the lack of progress toward greater integration. Theoretically, they link commitment and capability. Managerially, they propose a maturity framework that managers can use to benchmark their own SCI initiative.