Organizational culture deep-structure and supply chain relationship sustainability in Korean firms: applying the iceberg model

Purpose This study investigates the impact of the perceived deep structure of organizational culture on perceived supply chain performance using Schein’s iceberg model. It explores the connections between three layers of culture, supply chain capacities and their influence on sustainability. It examines whether deep-level cultural factors have a stronger impact on supply chain performance than shallow-level factors. It has implications for scholars and Korean companies seeking to shift organizational culture. Design/methodology/approach A survey was conducted among supply chain management-related professionals in Korea. A total of 300 questionnaires were collected and used for statistical analysis, and structural equation modeling using SPSS 18.0 and AMOS 18.0 was employed to test eight hypotheses. Findings The findings reveal that all three levels of perceived organizational culture positively impact perceived supply chain resilience and flexibility. While flexibility significantly enhances relationship sustainability, resilience shows no significant effect, indicating different functional roles of these capabilities in sustainable supply chain management. Originality/value This study contributes to the literature by linking organizational psychology with supply chain management by utilizing Schein’s iceberg model. Earlier research mostly considered the visible face of the supply chain, while this study examines the roles of cultural elements that affect supply chain sustainability. It provides an original perspective by showing that profound cultural aspects form basic assumptions that affect supply chain resilience and flexibility. It therefore examines sustainable supply chain management, going beyond shallow and technical modifications.