Abstract:
The dynamic and global economy presents organisations with opportunities to prosper,
however, the market has increasingly become more competitive. The challenge for
organisations is to remain competitive sustainably manner while delivering value to
shareholders and stakeholders. Supply chain function plays a vital role in ensuring that
an entity stays competitive and what has become prevalent is for entities to enter into
strategic supply chain collaborations to maximise on synergies and expertise to increase
competitiveness of both partner organisations. Although many collaborations are formed
on a mutual basis, not many have succeeded, and organisational culture has been
pointed out as one of the leading actors contributing to the failure of such strategic
partnerships.
A quantitative and explanatory research was conducted with an objective of identifying
and isolating the subsets of organisational culture, which influences the outcome of
supply chain collaborations. It was found that the adhocracy culture, based on the
competing values framework (CVF), is more influential towards a successful outcome of
the collaboration. Furthermore, the chances of supply chain collaboration success
increase with the more experienced participants being part of the collaboration to provide
a leadership role for aligning expectations, roles and responsibilities; and thus, reducing
conflict among collaboration partners.
