Culture is an abstract entity. But, it has practical meaningfulness particularly in the organizational context. Culture creates the identity of an organization. It lends specific business climate where employees are nurtured. The buyer-seller relationship, indeed, reflects assimilation of two organizations bearing distinct cultural identities. This article identifies the cultural complexities and the process by which it moulds the relational dynamics between the buyer and the seller. The article further explores some contextual incidents with reference to effective assimilation of culture, fostering the relationships between the buyer and the seller in real world scenario.

A business organization consists of people as its building blocks who with their unique talents of skill, knowledge, expertise and attitude, come together to achieve the goals and objectives of the enterprise. Each of the individual brings his/her personal traits of likes, dislikes, emotions, values, etc. to the organization. Again, each individual having been born and brought up in a unique environment, has a distinct way of thinking, reacting to various stimuli and performing his/her task. But, an organization can ill afford the luxury of dichotomy of behavior of its members in terms of methods and means they adopt or would like to adopt, to utilize the material and human assets of the enterprise for achieving its goals. Therefore, in an organizational set-up, there is a definite need for generating and developing a uniform pattern of actions and relations down the line of command and in the various functional departments. This calls for creation of an environment that fine tunes and modulates the personality traits of individual members to fit a desired organizational behavior pattern. This is the genesis of need for developing an `Organizational Culture'.

Organizational culture is the lifeblood of the organization. It is the DNA of the organization, playing a pivotal role in shaping the behavior of its employees (Singh, 2009). If we analyze the various definitions of organizational culture as proposed by different scholars, then we will realize that it is a set of basic assumptions or a set of customs or key characteristics. These key characteristics can be termed as determinants of organizational culture. Singh (2009) has referred to the works of Chatman and Jehn (1994) to cite seven such elements of organizational culture that could be used to describe organizations.

Organizations differ in the extent to which they value these core characteristics. Within the same industry, different companies may emphasize these determinants differently. This is the reason why two different organizations producing identical products, operating under identical marketing conditions and using similar technologies in their core operating systems, give different vibes and feelings to an outsider, thus proclaiming different organizational cultures across organizations.

HRM Review Magazine, Organizational Culture, Business Organization, Functional Departments, People Orientation, Core Operating Systems, Business Culture, Business Firm, Transactional Relationships, Customer Orientation, Selling Organizations, Cultural Dissonance, Synergistic Implications, Performance Management, Human Resource Programs, Sales Management System, Enterprise Application Solution, Application Development, Business Process Outsourcing.