SUSTAINING INTER-ORGANIZATIONAL CULTURE

Organizational culture and relationship demand investment of resource, but also trust, compatible
values, commitment, stability, frequency, and quality of interactions. It depends on how trust and
commitment are transformed into cooperation and, therefore, into action. The more activities each and
every one are shared, the more interactions will take place and the stronger the feelings among the
people will be; the more frequent the interactions are, the more the activities and feelings will be
shared; the stronger the feelings are, the more people will share activities and interaction. Benefits of
the relationships will depend on how much they are valued at the organizational level and rooted into
organizational culture. Relationships involve the meeting point of different cultures. One can identify
similarities among organizations from past experiences, current actions, and future expectations.
Compatibility of values precedes trust and commitment. Ambiguity and complexity are reasons for
cooperation to take place, because inter-organizational culture in an organization with similar interests,
even though they have different views, generate a degree of familiarity and solutions together. Based on
compatible values, trust, commitment, cooperation, and ways to perceive and deal with reality, it is
possible to notice that relationships may interfere in the involved organizational cultures, considering
the cultural perspectives.
Inter-organizational culture may be perceived as a network of meanings and symbols which flow
among organizational boundaries, an interaction and combination among symbols and meaning that
may lead to new meanings. Inter-organizational culture is a set of norms or values shared by different
organizations. In addition to that, the higher the frequency and level of communication in the
relationships is, the higher the chance of culture integration; the more cultural understanding among
the associates is, the more relationship quality. However, cultural differences are higher in relationships
with worse performance and choosing an associate with similar values is likely to sustain a long-term
cooperation.
KEY REALIZATION AND ITS RELEVANCE
A winning corporate culture has been shown to improve levels of employee engagement,
productivity, and performance. Inter-organizational culture in the hospitality and tourism industry is
enhanced through visions that promote equal employment opportunity to cater for the different
nationalities in the market. The workforce composition in the hospitality and tourism establishments is
vast and diverse. Indeed, it is necessary to employ people from all walks of life and nationalities to
nurture workplace diversity that portends positive influence and enhanced productivity in the
hospitality and tourism industry. Sustaining inter-organizational culture also enables businesses in the
hospitality and tourism industry to nurture and portray a positive image of inclusive equal employment
opportunities for all without regard to race, gender or nationality. For example in a Dubai Airports, their
employees are composed of different nationalities and cultures such as Filipinos, Pakistani, Israelites,
and a lot more which means they are working in an inter-organizational workplace. They work and
communicate each other by understanding and respecting their differences which leads them into
working collaboratively and efficiently. They gain understanding and knowledge with each other through
their differences and they can address issues because of the variety of ideas that they can gain. Through
proper communication and understanding, they can establish a connection between one another and
work effectively in an inter- organizational healthy workplace.

References:
Larentis, F. et al. (2017). “Organizational culture and relationship marketing: an organizational
perspective. Development of an interorganizational culture,”. Retrieved from Goggle Boks:
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journal-business-ethics/Huybrechts-Pub-2014-08-Journal-of-Business-Ethics.pdf