Accordingly, this dimension contrasts VCA studies which ignore relationships from those that determine whether they are dominated by the appropriation of value through the application of channel power (Cox, 1999; Vermeulen and Seuring, 2009) to those which assess whether firms collectively have the resources and competences necessary to form and sustain collaborative relationships driven by the creation and flow of value. Accordingly, including the broader perspective will ensure that improvement projects emerging from a VCA deliver mutual benefits which will maintain the motivation and commitment of relevant trading partners. This dimension also recognises that relationships are critical to value distribution, which is one means of enhancing a chain's social sustainability (Fritter and Kaplinsky, 2001).