Organizational culture and relationship marketing: an interorganizational perspective

Abstract

Purpose: This paper aimed to analyze the contribution of interorganizational relationships, specifically between suppliers and clients, to organizational cultural changes. Design/methodology/approach: A qualitative multiple case study in two marketing channels was performed, through in-depth interviews, observation and data analysis based on grounded theory. Findings: The contribution of trust, commitment, cooperation and learning processes has been identified in the organizational cultural changes and in the reduction of the role conflicts of the boundary spanners.