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A dyadic approach to the impact of differences in organizational culture on relationship performance |
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| Authors: | Sjoerd Beugelsdijk [Author Vitae] Carla Koen [Author Vitae] Niels Noorderhaven [Author Vitae] |
| Affiliation: | a Nijmegen School of Management, Nijmegen University, Thomas van Aquinostraat 5.0.65, PO Box 9108, 6500 HK Nijmegen, The Netherlands b Tilburg University, Tias Nimbas Business School, Warandelaan 2, PO Box 90153, 5000 LE Tilburg, The Netherlands c Tilburg University, Faculty of Economics and Business Administration, Department of Organisation and Strategy, Warandelaan 2, PO Box 90153, 5000 LE Tilburg, The Netherlands |
| Abstract: | The authors extend previous research on relationship management by investigating the potential effect of differences in organizational culture on relationship performance among 124 dyads. Theory suggests that partner similarity may improve the feeling of we-ness thereby contributing to the perceived success of inter-firm cooperation. The findings reveal that differences in organizational culture are larger in less successful inter-firm relationships, but do not influence the perceived relationship success significantly. Our results suggest that relationship managers should not confuse compatibility with similarity; personal chemistry is important for relationship atmosphere but does not solely depend on similarities. Future research in this area may wish to concentrate on a more complete measure of organizational (sub)culture(s), the different levels of analysis (personal, organizational, dyad), relationship life cycles (stage models) and the role of organizational identity. |
| Keywords: | Organizational culture Relationship marketing Dyad Inter-firm cooperation |
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