Do organizational subcultures matter? A case study of logistics and supply chain management

Abstract

PurposeThis interdisciplinary investigation examines the topics of organizational climate and subcultures, which have received scant attention in the supply chain literature, highlighting the potential importance of these social dynamics to supply chain management phenomena.Design/methodology/approachThe authors use a single-organization revelatory case study design, qualitatively analyzing coded interviews and observations of participants.FindingsThe authors’ findings indicate that a firm's organizational climate can contribute to the formation and strengthening of a subculture and that the subculture may desire to insert their own values and norms concerning supply chain management which could run counter to those of the overall company.Research limitations/implicationsThe authors theorize about the conditions under which strong subcultures emerge and that they may exert outsized influence on the way a company approaches supply chain management activities. Accounting for such influence may unearth important social dynamics occurring within supply chain phenomena that will better help researchers understand behavior and outcomes within that phenomenon.Practical implicationsManagers should be aware of the potential for subgroups to form strong subcultures and that subcultures may influence the way supply chain activities are performed. Climate dynamics can also affect employee perceptions and behaviors, and managers should monitor these dynamics and adapt their policies and messaging accordingly.Originality/valueThis study examines a phenomenon that has previously been underexamined in the supply chain management literature–the influence of culture and climate on subcultures and their subcultures' subsequent impact on how companies perform supply chain management activities.