Resilience Through Integration: The Synergistic Role of National and Organizational Culture in Enhancing Market Responsiveness

This study explains how integrating with foreign suppliers fortifies a buying firm’s supply-chain resilience, captured here as heightened market responsiveness. Drawing on information-processing theory, we argue that supplier integration equips buyers with richer, faster information flows that enable timely adaptation to market shocks. Extending value-congruence theory, we posit that this resilience dividend depends on simultaneous cultural alignment at two levels—national and organizational. Survey data from 174 manufacturing firms engaged in international buyer–supplier relationships across East Asia, North America, Latin America and Europe were analyzed via hierarchical regression. Results confirm that foreign supplier integration has a positive main effect on market responsiveness. Crucially, a significant three-way interaction (integration × national-culture congruence × organizational-culture congruence) reveals that the responsiveness—and thus resilience—payoff materializes only when both cultural layers are highly congruent; congruence at just one layer is insufficient. By demonstrating the contingent, multilevel nature of resilience benefits, this research advances the global supply-chain literature in three ways: (1) it unites information-processing and value-congruence perspectives to clarify when integration generates adaptive capability; (2) it positions dual-level cultural fit as a prerequisite for resilient performance; and (3) it offers region-spanning evidence that guides managers in designing culturally attuned integration strategies to withstand market turbulence.