Collaboration in humanitarian supply chains: an organisational culture framework

Agility and resilience as antecedents of supply chain performance under moderating effects of organizational culture within the humanitarian setting: a dynamic capability view

“…Next, our study findings support the interaction effects of SCAG/SCRES and organizational culture on performance. In existing operations, management literature provides some insight into how organizational culture may affect supply chain integration practices (Braunscheidel, Suresh, and Boisnier 2010;Prasanna and Haavisto 2018). Complementing these studies, the present study suggests that motivation for disaster relief operations in HSC stems from dynamic capabilities of the organization and supply chain.…”

“…The organizational culture affects how the firm responds to external events and makes strategic choices (Liu et al 2010). Prasanna and Haavisto (2018) further classify organizational culture into five different models: values (what we prefer, hold dear or desire) (Cameron and Quinn 2011), stories (verbal or written narratives) (Vaara and Tienari 2011), frames (filters or brackets that expand the horizon) (Smets, Morris, and Greenwood 2012), toolkits (sets of stories, frames, categories, rituals, and practices which actors draw upon to make meaning or take action) (McPherson and Sauder 2013) and categories (social constructions or classifications which define and structure the conceptual differences between objects, people, and practices) (Wry, Lounsbury, and Jennings 2014). In our study, we adopt the framework of flexibility-control orientation in the competing value model (CVM) proposed by Quinn and Rohrbaugh (1983).…”

“…The CVM allows the comparison of value orientations within and between organizations (Liu et al 2010). Hence, we argue that CVM is an appropriate model for organizational culture studies conducted in different organizations participating in disaster relief operations (Prasanna and Haavisto 2018). In addition, the CVM offers a reliable quantitative way to study organizational culture (Liu et al 2010).…”

“…Exploring the interaction effect of organizational culture may help to address prior concerns (Cadden et al 2015;Dowty and Wallace 2010;Liu et al 2010). On the one hand, organizational culture is found to be a key factor influencing HSC management practices and collaboration among the actors involved in disaster relief operations (Balcik et al 2010;Dowty and Wallace 2010;Prasanna and Haavisto 2018;Rodon, Serrano, and Gimenez 2012). For example, Rodon, Serrano, and Gimenez (2012) argue the cultural fit among the various humanitarian agencies involved in disaster relief operations plays a significant role in the success or failure of such efforts.…”

Bridging humanitarian operations management and organisational theory

“…Research in HOM can be viewed in two ends of the spectrum (Chakravarty 2014). On the one hand, scholars look at logistics issues (Wassenhove 2006) such as vehicle routing (Salmeron and Apte 2010;Martinez, Stapleton, and Wassenhove 2011), whereas on the other hand the focus is on the 'softer' issues, including, for example, information diffusion, culture, responsibility, politics, and collaboration (Balcik et al 2010;Dowty and Wallace 2010;Rodon, Serrano, and Gimenez 2012;Altay and Pal 2014;Maghsoudi and Pazirandeh 2016;Prasanna and Haavisto 2018).…”