A dyadic approach to the impact of differences in organizational culture on relationship performance

S. Beugelsdijk, C.I. Koen, N.G. Noorderhaven

Research output: Contribution to journalArticleScientificpeer-review

27 Citations (Scopus)

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.
Original languageEnglish
Pages (from-to)312-323
JournalIndustrial Marketing Management
Volume38
Issue number3
Publication statusPublished - 2009

Fingerprint Dive into the research topics of 'A dyadic approach to the impact of differences in organizational culture on relationship performance'. Together they form a unique fingerprint.

Cite this