Linking firm culture and orientation to supply chain success

Abstract

Purpose To date research focused on cultural dimensions and the role it plays in supply chain management (SCM) has been limited. Executives interviewed as part of the background investigation for this paper report that until an organization can bring about effective cultural change, SCM will remain an artifact of corporate myth. Prior to driving change, however, more must be known about the dimensions of supply chain oriented culture. Seeks to address this. Design/methodology/approach This paper develops a framework based upon the culture literature to identify and define critical dimensions of cultural orientation that impact implementation of SCM. Findings The framework serves as the basis for research propositions suggesting likely dimensions of supply chain cultural orientation. Propositions also link these dimensions to behaviors that encourage successful SCM. Research limitations/implications The research will enable managers to identify the critical factors upon which to focus resources as they try to drive supply chain change. The research will establish a starting point for researchers interested in enhancing our understanding of the phenomena involved in cultural change. Originality/value The research presented in this paper was undertaken to further discussion of the role that cultural orientation plays in the successful implementation of SCM.