scholarly journals Organizational Culture and Performance

2015 ◽  
Vol 105 (5) ◽  
pp. 331-335 ◽  
Author(s):  
Elizabeth A. Martinez ◽  
Nancy Beaulieu ◽  
Robert Gibbons ◽  
Peter Pronovost ◽  
Thomas Wang
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Culture Change ◽  
Theoretical Models ◽  
Improved Outcomes ◽  
And Performance ◽  
Empirical Analyses

Organizations are all around us. Culture is trickier—to analyze and even to see. We consider both the effect of management on culture and the effect of culture on performance. We begin by describing an intervention that dramatically improved outcomes and conspicuously included a culture-change component. We then use details from this intervention to describe potential empirical analyses of the association between organizational culture and performance in this and similar settings. Finally, we describe opportunities for theoretical models to explore how and why organizational culture might influence organizational performance.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

The Role of Performance Management Practices on Organizational Performance

2016 ◽  
pp. 1635-1658
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

scholarly journals PENGARUH BIG FIVE PERSONALITY TERHADAP KINERJA PEGAWAI MELALUI BUDAYA ORGANISASI

2021 ◽  
Vol 5 (1) ◽  
pp. 1066-1085
Author(s):  
Shinta dewi Ambarwaty yusuf
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Big Five ◽  
Significant Influence ◽  
Employee Performance ◽  
Mediating Effect ◽  
Big Five Personality ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

So far, the culture of civil servants is still at issue especially supported by personalities that are in the public spotlight in providing services to the community. The purpose of this study was to determine the description of a person's personality through Big Culture, Organizational Culture Overview and Balitbangda Employee Performance in Jambi Province and determine the relationship of influence between big five personality and organizational culture on employee performance both simultaneously and partially and to test organizational culture as a moderating variable on the influence Big five personality on performance. This study uses survey research techniques, census sampling techniques that are all Balitbangda employees as samples and data analysis is done descriptively and perivikatip. Descriptively describe the variables studied from the variables without testing. Perivikatip examine the relationship of influence between the independent variable and the dependent variable. The results of data processing indicate that descriptively Big Five Personality, organizational culture and performance are in the quite good category. The perivikatip test shows that there is a significant significant influence on the Big Five Personality of organizational culture and has a positive relationship. Organizational culture has a positive and significant influence on organizational performance, Big Five Personality has a positive and significant influence on performance. There is a significant mediating effect of the interaction of the Big Five Personality and Organizational Culture on the influence of the Big Five          Personality on the Performance of Balitbangda Jambi Province Employees

scholarly journals Pengaruh Gaya Kepemimpinan dan Budaya Organisasi pada Kinerja Guru dengan Motivasi Sebagai Variabel Intervening

2017 ◽  
Vol 16 (1) ◽  
pp. 43
Author(s):  
Aurelia Dewanggi H.P. ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
High School ◽  
Organizational Culture ◽  
Job Performance ◽  
Organizational Performance ◽  
Leadership Style ◽  
Positive Influence ◽  
Senior High School ◽  
Culture Influence ◽  
And Performance ◽  
Or Organization

<p><em>Purpose of this study to analyze the effects of leadership style, organizational culture on motivation and performance of senior high school techers in Wonogiri.  Job performance is very necessary for any profession. Job performance of teacher increasingly organizational performance so that purpose of company or organization can be reachable. Many factors which can increase job/activity such as leadership style, organizational culture, and motivation.How far leadership style and organizational culture influence to job performance is tested in this research, by insert motivation as intervening variables.</em></p><p><em>Test utilized to analyze leadership style and organizational culture influence to job performance that is path analysis,R<sup>2</sup>test, as well as statistic T test, and direct and inderct effect. Research data obtained from questionary answer propagated to the teacher of senior high school in Wonogiri. Result of research analysis express that leadership style and organizational culture has positive influence and significant to teachers job performance. And Motivation proof to be intervening variabel in relationship beetwen leadership style and organizational culture to teachers job performance.</em></p>

scholarly journals Organizational culture, strategic planning and performance: empirical evidence from organizations in Malaysia

2018 ◽  
Vol 7 (2.10) ◽  
pp. 62
Author(s):  
Sarminah Samad
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Future Research ◽  
Government Organizations ◽  
Positive Effects ◽  
Research Findings ◽  
Future Research Directions ◽  
And Performance ◽  
The Relationship

This study examined the influence of strategic planning on organizational performance of selected government organizations in Malaysia. Consequently, it determined the moderating effect of organizational culture on the relationship between strategic planning and organizational performance. A quantitative study was carried out on a sample of 291 officers in Malaysian government organizations. The obtained data based on self-administered questionnaires was analyzed using SmartPartial Least Squares (PLS). The study revealed that strategic planning dimensions have positive effects on performance of government organizations. The results found that organizational culture has significantly moderated the relationship between strategic planning and performance. The implications from the research findings, limitation of study and future research directions are discussed. 

Organizational Performance in Banking Sector of Pakistan: Assessing the Impacts of Strategic Orientation and Organizational Culture

2021 ◽  
pp. 097215092110443
Author(s):  
Ammar Ahmed ◽  
Umair Ahmed ◽  
Abdussalaam Iyanda Ismail ◽  
Yasir Rasool ◽  
Mustajab Ahmed Soomro
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Structural Equation ◽  
Banking Sector ◽  
Middle Managers ◽  
Moderating Effect ◽  
Strategic Orientation ◽  
High Performing ◽  
And Performance ◽  
Strong Culture

This study investigated the moderating effect of organizational culture on the relationships between organizational strategic orientation and organizational performance. Data were collected from 281 middle managers of the banking sector in Pakistan. Partial least squares structural equation modelling (PLS-SEM) was used to test the hypotheses. The results showed that strategic orientation and organizational culture have significant and positive impacts on the performance of the organization. Unexpectedly, organizational culture does not moderate the relationships between strategic orientation and performance. The findings of the study show that organizations that are strategically positioned as well as have a strong culture can be high-performing organizations. As there is a clear lack of research on the moderating effect of culture on the relationships between an organization’s strategic orientation and organizational performance, the current study fills this gap. Likewise, the present study highlights both practical and theoretical implications for the banking sector in Pakistan.

scholarly journals Impact of Knowledge Sharing on Organizational Performance: The Moderating Role of Organizational Culture Proxies

2018 ◽  
Vol 2 (2) ◽  
pp. 19-40
Author(s):  
Imran Akbar Saifi ◽  
Dr. Ahmed F. Siddiqui ◽  
Dr. Atif Hassan
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Interpersonal Communication ◽  
Survey Method ◽  
Future Research ◽  
Strong Impact ◽  
Improved Performance ◽  
And Performance ◽  
The Relationship

The paper aims to test an explanation of how organizational culture affects the relationship between knowledge sharing and organizational performance. It was expected that organizational culture proxies significantly mediate the relationship between knowledge sharing and performance. The study used a quantitative survey method for the collection of data. A sample of 200 respondents was drawn from the higher education institutes (HEIs) situated in Lahore. The findings revealed that a positive relationship exists; except for when the components were tested individually for their role in moderating it, then learning environment became insignificant. The strong impact of interpersonal communication and trust highlights its significance in boosting knowledge sharing in an organization that results in improved performance. This finding helped the authors to draw on future research implications regarding the components of organizational culture.

Kultúra és teljesítmény a közigazgatásban (Culture and performance in the public administration)

2006 ◽  
pp. 2-9
Author(s):  
György Hajnal
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Public Administration ◽  
Questionnaire Survey ◽  
Main Issue ◽  
The Public ◽  
And Performance

A szerző dolgozatában egy közigazgatásban végzett kérdőíves vizsgálat eredményeit összegezi. A kutatás alapkérdése: a közigazgatási szervezetek körében hogyan befolyásolja a szervezeti kultúra a szervezeti teljesítményt? A kutatás e kérdést egy hat magyar minisztériumban folytatott kérdőíves vizsgálat révén kísérli meg megválaszolni. ____ In his study the author presents the results of a questionnaire survey of the Hungarian public administration. The main issue of this survey was how to influence the organizational culture the organizational performance in the public administration? This survey would try to answer this issue.

Organizational culture and performance: a macro-level longitudinal study

2019 ◽  
Vol 40 (1) ◽  
pp. 65-84 ◽  
Author(s):  
Taesung Kim ◽  
Jihyun Chang
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Empirical Support ◽  
Macro Level ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
Market Cultures ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

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