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Power-based behaviors between supply chain partners of diverse national and organizational cultures: the crucial role of boundary spanners’ cultural intelligence

Power-based behaviors between supply chain partners of diverse national and organizational... This paper aims to explain the effects of national and organizational cultures of boundary spanners on their choices of using three archetype power-based behaviors – dominance, egalitarian and submissive – with supply chain partners. Improved outcomes for global supply chain (GSC) partners are anticipated due to the ways that cultural intelligence affects these culturally guided decisions.Design/methodology/approachDrawing on multiple streams of literature and focusing on boundary spanners in GSCs, the authors build a conceptual framework that highlights cultural antecedents of predispositions toward power-based behaviors and explains the moderating role of cultural intelligence of boundary spanners on behaviors performed.FindingsThe authors propose that boundary spanners’ national and organizational cultural values influence predispositions toward applying and accepting power-based behaviors. They also discuss how cultural intelligence moderates the relationship between culturally determined predispositions and power-based behaviors applied by partners. The cultural intelligence of boundary spanners is argued to have a pivotal role in making power-based decisions, resulting in healthier cross-cultural buyer–supplier relationships.Originality/valueThis paper is the first paper to advance an understanding of the cultural antecedents of boundary spanners’ power-based behaviors that are exercised and interpreted by partners in GSCs. Furthermore, the potential role of cultural intelligence in inter-organizational power dynamics and power-based partner behaviors in supply chains has not previously been discussed. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business and Industrial Marketing Emerald Publishing

Power-based behaviors between supply chain partners of diverse national and organizational cultures: the crucial role of boundary spanners’ cultural intelligence

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References (97)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0885-8624
DOI
10.1108/jbim-05-2018-0179
Publisher site
See Article on Publisher Site

Abstract

This paper aims to explain the effects of national and organizational cultures of boundary spanners on their choices of using three archetype power-based behaviors – dominance, egalitarian and submissive – with supply chain partners. Improved outcomes for global supply chain (GSC) partners are anticipated due to the ways that cultural intelligence affects these culturally guided decisions.Design/methodology/approachDrawing on multiple streams of literature and focusing on boundary spanners in GSCs, the authors build a conceptual framework that highlights cultural antecedents of predispositions toward power-based behaviors and explains the moderating role of cultural intelligence of boundary spanners on behaviors performed.FindingsThe authors propose that boundary spanners’ national and organizational cultural values influence predispositions toward applying and accepting power-based behaviors. They also discuss how cultural intelligence moderates the relationship between culturally determined predispositions and power-based behaviors applied by partners. The cultural intelligence of boundary spanners is argued to have a pivotal role in making power-based decisions, resulting in healthier cross-cultural buyer–supplier relationships.Originality/valueThis paper is the first paper to advance an understanding of the cultural antecedents of boundary spanners’ power-based behaviors that are exercised and interpreted by partners in GSCs. Furthermore, the potential role of cultural intelligence in inter-organizational power dynamics and power-based partner behaviors in supply chains has not previously been discussed.

Journal

Journal of Business and Industrial Marketing – Emerald Publishing

Published: Jan 22, 2020

Keywords: National culture; Organizational culture; Buyer–supplier relationships; Power; Cultural intelligence; Boundary-spanners

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