Abstract
The study develops and empirically validates the Asian Collaborative Effectiveness Model (ACEM) to explain how contextual, cognitive, and technological factors jointly shape collaboration in Asia–Pacific supply chains. Drawing on dynamic capabilities theory, contextualist management, and human–digital capability frameworks, the model positions collaboration as an adaptive capability linking macro-level frame conditions with micro-level managerial cognition and organisational performance. Using survey data from 412 firms across six Asia–Pacific economies, structural equation modelling confirms that favourable frame conditions significantly enhance managerial cognition (β = 0.67, p < 0.001), which in turn drives collaborative effectiveness (β = 0.59, p < 0.001) and performance outcomes (β = 0.71, p < 0.001). Cultural and digital enablers further strengthen these relationships (β = 0.22, p < 0.01). The results extend dynamic capabilities theory by demonstrating that collaboration effectiveness emerges from contextual intelligence and human–digital complementarity. The ACEM provides both theoretical and practical insights into how Asian firms convert institutional diversity into sustainable, resilient performance through culturally informed and digitally enabled collaboration.