Abstract

The purpose of this paper is to explore and develop the general proposition that organisational cultural compatibility between strategic supply chain partners results in improved performance outcomes for each participant in the chain. A theoretical framework is proposed of the relationship of differing organisational cultural elements (practices, values, behaviours and norms) to supply chain performance. A number of propositions are presented along with conclusions and suggestions for further research. This paper is one of the first to deconstruct differing organisational cultural elements and present a model linking them to a diverse range of strategic supply chain partner performance outcomes throughout the supply chain.