Building long-term orientation in buyer–supplier relationships: The moderating role of culture

Joseph P. Cannon, Patricia M. Doney, Michael R. Mullen, Kenneth J. Petersen

Journal of Operations Management · 2010 · Volume 28 · Issue 6

DOI: 10.1016/j.jom.2010.02.002

Abstract

This research investigates buyer–supplier relationships in international markets. Research and practice have shown that buyer–supplier relationships benefit when partners to the relationship exhibit a long-term orientation. The extant literature suggests that a buyer's trust of a supplier and the supplier's performance affect the buyer's long-term orientation toward the relationship. We propose that the relative effects of trust and performance on long-term orientation are moderated by culture – specifically the individualism/collectivism dimension. Hypotheses are tested on data from two individualist and two collectivist cultures, using responses from over 600 purchasing professionals in the United States, Anglophone Canada, Francophone Canada and Mexico. Taken together, empirical findings suggest that cultural differences warrant consideration in developing successful purchasing strategies.

Keywords

Supply chain management, Buyer–supplier relationships, International, Cross-cultural research methods, Trust, Long-term orientation

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