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Opposites attract: organisational culture and supply chain performance

Cadden, Trevor, marshall, Donna and Cao, Guangming (2013) Opposites attract: organisational culture and supply chain performance. Journal of Supply Chain Management: An International Journal, 18 (1). pp. 86-103. [Journal article]

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URL: http://www.emeraldinsight.com/journals.htm?issn=1359-8546&volume=18&issue=1&articleid=17076650&show=abstract

DOI: 10.1108/13598541311293203

Abstract

Purpose – The aim of this paper is to expand the knowledge of buyer-supplier relationships by investigating the extent to which organisational cultural fit between a buyer and supply chain participants influences performance. Design/methodology/approach – The study was conducted in a FMCG supply chain. A cultural dimensions questionnaire was used in a focal organisation (the buyer) and it identified best and poorest performing supply chain. The results were analysed using a series of ANOVA's within the respective supply chains. The findings were then triangulated via qualitative methods. Findings – The findings demonstrate that complementarity rather than congruence between the supply chain partners achieved successful performance outcomes. Organisations in the high-performing supply chain had significantly different cultural profiles, reporting significant statistical differences across all six cultural dimensions. Organisations in the low-performing supply chain had almost identical profiles across all six cultural dimensions with significantly lower mean scores across each dimension. Research limitations/implications – The deconstruction of organisational culture into its constituent dimensions in a supply chain provides insights for academics. Propositions are presented which provide a platform for further studies. Future studies could develop these findings by using a larger sample, over a longer period of time, and adding mediating variables that impact supply chain outcomes. Practical implications – Managers should pay attention to cultural evaluation within the supplier selection process as well as finance or strategic evaluations. A shared supply chain culture of norm-based trust and openness may yield better outcomes and reduced conflict and uncertainty throughout the supply chain. Originality/value – This is one of the first papers to deconstruct and measure organisational cultural fit empirically in a supply chain context.

Item Type:Journal article
Faculties and Schools:Ulster Business School > Department of Management and Leadership
Ulster Business School
Research Institutes and Groups:Business and Management Research Institute
ID Code:26101
Deposited By: Mrs Karen Surgeoner
Deposited On:17 May 2013 09:40
Last Modified:17 May 2013 09:40

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