This study aims to investigate the relationship between organisational culture (OC) and sustainable supply chain management (SSCM) practices in Nigerian construction companies, using the competing values framework (CVF). The significance of this study lies in bridging the knowledge gap regarding how different cultural profiles influence SSCM implementation.
A quantitative research approach was employed by distributing a structured questionnaire to the construction supply chain in Nigeria. The data collected from 275 construction companies, including 47 main contractors, 138 subcontractors and 90 suppliers, were analysed using mean scores, standard deviations, principal component analysis (PCA), correlation and ordinal logistic regression (OLR).
The research revealed that construction companies in the area primarily display a clan culture, followed by a market culture. The PCA identified two components of SSCM practices: inter-organisational and intra-organisational. The OLR results showed a statistically significant positive relationship between clan-oriented culture and the implementation of inter-organisational SSCM practices (χ2 = 21.313, p < 0.05).
In implementing sustainable initiatives, the most suitable OC is needed. Specifically, clan cultural characteristics have a significant positive influence on inter-organisational SSCM practices. Hence, this research can assist construction supply chain managers involved in sustainable management and organisational optimisation practices in enhancing their sustainability performance.
This research provides empirical evidence of the relationship between OC and SSCM practices. It promotes sustainable initiatives through OC to affect performance positively. It significantly bridges the gap in the lack of evidence on the relationship between OC and SSCM practices of construction supply chains.
