Doctoral Thesis: Organisational culture is crucial in long-term humanitarian aid

Doctoral Thesis: Organisational culture is crucial in long-term humanitarian aid

An increased number of humanitarian aid programs has resulted in actors developing stronger collaborative relationships.

A new study shows that the overarching institutional mechanisms lessens the difference in organisational culture of the collaborating actors.

In his doctoral thesis, “The Relationship between Organisational Culture and Humanitarian Supply Chain Collaboration in Long-Term Aid” Sabari R. Prasanna investigates the influence of organisational culture on supply chain collaboration in long term humanitarian aid.

“In my study, I have developed a framework that explains how organisational cultural mechanisms interact with mechanisms of supply chain collaboration in achieving collaborative outcome, that helps the beneficiaries of the aid.” Sabari R. Prasanna explains.

According to Sabari R. Prasanna, organisational culture plays a foundational  role in bolstering  the collaborative relationship between the buyer-supplier. Incompatibility of organisational cultures between the buyer-supplier would lead to strain in the relationship leading to inefficiencies. The mechanisms of collaboration interact with the mechanisms of organisational culture to either strengthen or weaken the collaborative ties.

You can read the thesis here:

Sabari R. Prasanna will defend his doctoral thesis on the subject on Friday, December 14, at 12 pm. The field is supply chain management.

Place: Futurum, Hanken School of Economics, Arkadiagatan 22, Helsinki
Opponent: Professor Stanley E. Fawcett, Weber State University, USA
Custos: Professor Gyöngyi Kovacs, Hanken School of Economics