Browsing by Subject "Organisational culture"

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  • Bae, Hee-Sung; Grant, David B. (2018)
    This paper presents an empirical study of the effect of organisational culture and learning capability factors on environmental collaboration and performance in green supply chains. A conceptual model and variables were derived from organisational culture, learning, and collaboration theory and tested with Korean exporting firms. Learning capability was found to positively affect environmental collaboration as staff behaviour, attitudes and learning about environmental practices in a focal firm can be increased from suppliers and customers and then disseminated internally. Further, environmental collaboration was found to positively affect environmental performance due to a focal firm sharing these learned capabilities about the environment with other supply chain partners. However, organisational culture was not found to positively affect environmental collaboration. The findings suggest firms can improve environmental capabilities and performance through shared learning with supply chain partners and ensuring they are internally disseminated in the focal organisation.
  • Sabari Ragavendran Prasanna Venkatesan (Svenska handelshögskolan, 2018-12-07)
    In recent times, there is an increase in the need for longterm aid. Since no actor can handle long-term aid alone, there is an increased need for collaboration between the actors. The actors in the long-term aid possess a variety of organisational cultures. Commercial supply chain literature informs that differences in organisational cultures between the partners in a supply chain lead to a strain in the collaborative relationship. In some instances, the differences result in ceasure of collaboration between partners. This thesis investigates the relationship between organisational culture and humanitarian supply chain collaboration in long-term aid. The aim of the thesis is to examine the influence of organisational culture on buyer-supplier collaboration in long-term aid. The thesis is both timely and relevant for a number of reasons. First, the increasing occurrence of natural and manmade disasters has led to a corresponding increase in long-term aid programmes. Second, longterm aid requires collaboration among multiple actors from differing organisational cultures. Finally, unlike commercial supply chain collaboration, this process has not yet been perfected in HSC contexts. The thesis investigates how differences of organisational culture influence collaboration in long-term HSC aid provision. This thesis takes a qualitative research approach. The findings included a framework that explains how organisational cultural attributes influence supply chain collaboration. The organisational leadership, or antecedent, influences organisational learning and organisational flexibility (organisational cultural elements). These elements influence information sharing (collaborative behaviour) through organisational routines. It can be further argued that there are four mechanisms through which organisational culture develops: organisational routines, organisational practices, organisational flexibility, and organisational learning. These mechanisms influence the mechanisms of supply chain collaboration: information sharing, trust, mutuality, and commitment. The thesis also finds the existence of humanitarian institutional logic as an overarching mechanism that mitigates the influence of organisational cultural differences on collaboration between actors.