“…These boundary spanners likely choose powerbased behaviors aligned with their cultural norms (Ryu, Aydin, & Noh, 2008), as culture is a pivotal source of individuals' attitudes, values, and behavior (Gulev, 2009;Hofstede et al, 2010;Sasaki & Yoshikawa, 2014;Taras, Kirkman, & Steel, 2010). For instance, in China and Japan culturally-embedded concepts such as Chinese guanxi (Xue et al, 2018) and Japanese keiretsu (Samaha, Beck, & Palmatier, 2014) are part of the essential working knowledge of practitioners managing buyer-supplier relationships in these countries. In addition to national culture differences, organizational culture influences the way GSCs are governed and how an individual views, interprets, and exercises power (Ryu et al, 2008).…”