The Relationship between Organisational Culture and Humanitarian Supply Chain Collaboration in Long-Term Aid

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dc.contributor Svenska handelshögskolan, Institutionen för marknadsföring, Logistik och samhällsansvar sv
dc.contributor Hanken School of Economics, Department of Marketing, Supply Chain Management and Social Responsibility en Sabari Ragavendran Prasanna Venkatesan 2018-12-07T09:47:46Z 2018-12-07T09:47:46Z 2018-12-07
dc.identifier.isbn 978-952-232-374-3 (printed)
dc.identifier.isbn 978-952-232-375-0 (PDF)
dc.identifier.issn 0424-7256 (printed)
dc.identifier.issn 2242-699X (PDF)
dc.description.abstract 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. fi
dc.language.iso en fi
dc.publisher Svenska handelshögskolan fi
dc.publisher Hanken School of Economics fi
dc.relation.ispartofseries Economics and Society – 325 fi
dc.subject Humanitarian supply chain fi
dc.subject Collaboration fi
dc.subject Organisational culture fi
dc.subject Institutional logics fi
dc.subject Systematic literature review fi
dc.subject Case study fi
dc.subject.other Supply Chain Management and Social Responsibility fi
dc.title The Relationship between Organisational Culture and Humanitarian Supply Chain Collaboration in Long-Term Aid fi

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