Cultural embeddedness in supply networks |
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| Affiliation: | 1. Oregon State University, College of Business, 422 Austin Hall, Corvallis, OR 97331-2603, United States;2. Portland State University, School of Business Administration, P.O. Box 751, Portland, OR 97232-0751, United States;1. Wisconsin School of Business, University of Wisconsin-Madison, 5266 Grainger Hall, 975 University Avenue, Madison, WI 53706, USA;2. Krannert School of Management, Purdue University, West Lafayette, IN 47907-2056, USA;1. Esade Business School, Universitat Ramon Llull, Spain;2. Department of Decision Sciences, School of Business, Macau University of Science and Technology, Macau;3. Business Division, Institute of Textiles and Clothing, The Hong Kong Polytechnic University, Hong Kong;4. University College Dublin Michael Smurfit Graduate Business School, Ireland;1. Kenan-Flagler Business School, University of North Carolina at Chapel Hill, McColl 4700, CB#3490, Chapel Hill, NC 27599-3490, USA;2. Scheller College of Business, Georgia Institute of Technology, 800 West Peachtree St. NW, Atlanta, GA 30308-0520, USA;3. College of Business, University of Louisville, Louisville, KY 40292, USA;4. Miller College of Business, Ball State University, 2000 W. University Ave., Muncie, IN 47306, USA;1. Lundquist College of Business, University of Oregon, Eugene, OR 97403, United States;2. Babson College, Management Division, Tomasso 123, 231 Forest Street, Babson Park, MA 02457, United States;1. UCD Michael Smurfit Graduate School of Business, University College Dublin, Carysfort Avenue, Blackrock, Co. Dublin, Ireland;2. Ivey School of Business, The University of Western Ontario, 1151 Richmond Street North, London, ON, Canada N6A 3K7;3. Operations Management and Information Systems, Schulich School of Business, York University, 4700 Keele Street, Toronto, ON, Canada M3J 1P3 |
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| Abstract: | ![]()
Recent studies on structural and relational embeddedness suggest that favorable position and connections in supply networks benefit a firm. While fruitful, this focus misses the motivations that prompt firms to take economic action in the first place. Understanding cultural embeddedness provides insight into why individuals and firms behave as they do and how their behavior can influence network structure. Contrary to the belief that firms act solely for profit and growth, we note that cultural contents such as values, social issues and political ideologies explain firms’ motives and guide their economic activities. We explore the role of cultural embeddedness through a grounded study of Country Natural Beef, a sustainability-oriented agricultural cooperative in the western United States. This supply network demonstrates strongly competing cultural claims among its members as well as a unique institutionalized culture. Cultural interactions at the node and network levels explain the functioning of and changes to the network. Through interviews, analysis of archival information and direct observation of pivotal events over a period of 5 years, we unpack cultural embeddedness and take an incremental step toward a theory of cultural embeddedness in cooperative supply networks. |
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| Keywords: | Cultural embeddedness Supply networks Agricultural cooperatives Decision making Sustainability Grounded research Country Natural Beef |
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