In order to be developed, inter-organizational relationships, as well as organizational cultures, rely on communication, learning, trust, commitment, and shared meanings and symbols. This book discusses the emergence and development of an inter-organizational culture, in which meanings, beliefs, and values of people from different companies interact. It proposes that inter-organizational culture can be seen as a culture of intersection, because of the association of cultural perspectives between suppliers and intermediaries.   The more the parties are motivated to maintain the relationship,  the more willing they are to invest in that relationship, which minimizes the risk of dissolution, promotes interaction, and contributes to cultural changes.

Fabiano Larentis, is a Doctor in Management and a Business School Professor at Universidade de Caxias do Sul, Brazil. His research focuses on learning in organizations and relationship marketing.

Claudia Simone Antonello is a Doctor in Management  and a Professor at School of Administration,  Universidade Federal do Rio Grande do Sul, Brazil. Her research focuses on learning in organizations.

Luiz Antonio Slongo  is a Doctor in Management  and  a Professor at School of Administration, Universidade Federal do Rio Grande do Sul, Brazil. His research focuses on services marketing and relationship marketing.

1;Preface and Acknowledgements;5 2;Further Praise for Inter-Organizational Culture;7 3;Contents;8 4;List of Figures;10 5;Chapter 1 Introduction: Relationship Marketing and Organizational Culture-An Inter-organizational Perspective;11 5.1;Abstract;11 5.2;1.1 Relationship Marketing and Organizational Culture: Key Aspects and Findings;13 5.3;1.2 The Inter-organizational Perspective of Organizational Culture;17 5.4;References;20 6;Chapter 2 Inter-organizational Culture and the Cultural Perspectives;23 6.1;Abstract;23 6.2;2.1 Perspectives of Integration and Differentiation of Suppliers and Customers;28 6.3;2.2 Perspective of Fragmentation Inside Supplier and Customer;30 6.4;2.3 Perspective of Fragmentation Originating Inter-organizational Culture;31 6.5;References;35 7;Chapter 3 Development of Inter-organizational Culture: The Elements;37 7.1;Abstract;37 7.2;3.1 Initial Elements;40 7.3;3.2 Intermediate Elements;44 7.4;3.3 Resultant Elements;47 7.5;3.4 Weakening Elements;51 7.6;3.5 Context Related to Inter-organizational Culture;52 7.7;References;54 8;Chapter 4 Promoting an Inter-organizational Culture;57 8.1;Abstract;57 8.2;4.1 Role of Structure, Resources and Processes;59 8.3;4.2 Role of Leadership and Boundary Spanners;80 8.4;4.3 The Importance of Learning and Trust;92 8.5;4.4 The Dark Side of Inter-organizational Culture;98 8.6;References;101 9;Chapter 5 Conclusion;107 9.1;Abstract;107 9.2;References;110 10;Index;112