When organisational cultures meet

Abstract

Marketing and management scholars have provided prolific research into the areas of relationship marketing and organisational culture respectively. The close link between these areas, however, has largely been overlooked. This paper aims to address the related yet under-researched concepts of organisational culture difference and compatibility, as well as analyse their effect on relationship performance. Based on quantitative data gathered in a public sector context, organisational culture difference is found to negatively influence relationship performance, an effect mediated by cultural compatibility. The paper concludes with limitations and future research directions