2.50
Hdl Handle:
http://hdl.handle.net/10547/594474
Title:
Opposites attract: organisational culture and supply chain performance
Authors:
Cadden, Trevor; Marshall, Donna; Cao, Guangming
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.
Affiliation:
University of Ulster; University College Dublin; University of Bedfordshire
Citation:
Cadden, T., Marshall, D., Cao, G. (2013) 'Opposites attract: organisational culture and supply chain performance' Supply Chain Management: An International Journal 18 (1):86
Publisher:
Emerald
Journal:
Supply Chain Management: An International Journal
Issue Date:
18-Jan-2013
URI:
http://hdl.handle.net/10547/594474
DOI:
10.1108/13598541311293203
Additional Links:
http://www.emeraldinsight.com/doi/abs/10.1108/13598541311293203
Type:
Article
Language:
en
ISSN:
1359-8546
Appears in Collections:
Business and Information Systems Research Centre (BISC)

Full metadata record

DC FieldValue Language
dc.contributor.authorCadden, Trevoren
dc.contributor.authorMarshall, Donnaen
dc.contributor.authorCao, Guangmingen
dc.date.accessioned2016-01-21T10:10:43Zen
dc.date.available2016-01-21T10:10:43Zen
dc.date.issued2013-01-18en
dc.identifier.citationCadden, T., Marshall, D., Cao, G. (2013) 'Opposites attract: organisational culture and supply chain performance' Supply Chain Management: An International Journal 18 (1):86en
dc.identifier.issn1359-8546en
dc.identifier.doi10.1108/13598541311293203en
dc.identifier.urihttp://hdl.handle.net/10547/594474en
dc.description.abstractPurpose – 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.en
dc.language.isoenen
dc.publisherEmeralden
dc.relation.urlhttp://www.emeraldinsight.com/doi/abs/10.1108/13598541311293203en
dc.rightsArchived with thanks to Supply Chain Management: An International Journalen
dc.subjectsupply chainen
dc.subjectorganizational cultureen
dc.subjectsupply chain performanceen
dc.subjectbuyer‐supplier relationshipsen
dc.subjectsupply chain managementen
dc.titleOpposites attract: organisational culture and supply chain performanceen
dc.typeArticleen
dc.contributor.departmentUniversity of Ulsteren
dc.contributor.departmentUniversity College Dublinen
dc.contributor.departmentUniversity of Bedfordshireen
dc.identifier.journalSupply Chain Management: An International Journalen
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