Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes
Section snippets
The competing values framework and culture
While multiple conceptualizations of organizational culture can be found in the literature, we have adopted the competing values framework as it is perhaps the most popular approach to assessing culture where the interest is on relating culture to organizational performance. In an attempt to better understand the dimensionality of organizational effectiveness, Quinn and Rohrbaugh (1983) performed a spatial analysis of the relative similarity of several popular effectiveness measures. The
Sample
The top management team from 99 hospitals across the U.S. owned by a single parent company were asked to participate in the study. In most cases, the top management group comprised the Chief Executive Officer, Chief Operating Officer, Chief Financial Officer, Chief Nursing Officer, Director of Business Development, Human Resources Director, Director of Marketing, and Business Office Manager. This study used the facility as the unit of analysis, and therefore the top management team of each
Hospital-level aggregation
In order to perform analyses at the hospital level, culture scales were aggregated to the hospital level by averaging individual responses. The amount of variance on each culture scale across informants from each hospital was measured by RWG (James et al., 1984). RWG provides a measure of variance across informants from a particular hospital standardized by the number of response alternatives on the items. An RWG greater than .70 has become an accepted benchmark of an appropriate level of
Discussion
The goal of this research was to address the direct and indirect impact of organizational culture on effectiveness. While much research has focused on the direct effects of culture on effectiveness (e.g., Denison, 1984, Denison and Mishra, 1995), there is a lack of research exploring the possible mediators of this relationship. This study finds support for the mediating effect of employee attitudes on the culture–effectiveness relationship.
References (35)
Bringing corporate culture to the bottom line
Organ Dyn
(1984)- et al.
The moderator–mediator variable distinction in social psychology research: conceptual, strategic, and statistical considerations
J Pers Soc Psychol
(1986) - et al.
Cultural congruence, strength, and type: relationships to effectiveness
Corporate culture and organizational effectiveness
(1990)- et al.
Toward a theory of organizational culture and effectiveness
Organ Sci
(1995) - et al.
Organizational culture and organizational development: a competing values approach
- et al.
Testing moderator and mediator effects in counseling psychology research
J Couns Psychol
(2004) - et al.
Studying changes in organizational design and effectiveness: retrospective event histories and periodic assessments
Organ Sci
(1990) - et al.
Correlates of response outcomes among organizational key informants
Organ Res Methods
(2000) - et al.
Business–unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis
J Appl Psychol
(2002)
Validating the competing values model as a representation of organizational cultures
Int J Organ Anal
Psychological climate: implications from cognitive social learning theory and interactional psychology
Pers Psychol
Estimating within-group interrater reliability with and without response bias
J Appl Psychol
A test of value congruence effects
J Organ Behav
The application of cluster analysis in strategic management research: an analysis and critique
Strateg Manage J
Conducting interorganizational research using key informants
Acad Manage J
New patterns of management
Cited by (310)
Paradoxical organizational culture, authoritarian leadership, and international firm performance: evidence from international firms in China
2024, Journal of International ManagementDecision making for safety and risk in healthcare and process systems
2023, Chemical Engineering ScienceAntecedents and measures of organizational effectiveness: A systematic review of literature
2023, Human Resource Management ReviewCitation Excerpt :According to the social exchange theory (Blau, 1964), group performance in an organization is improved by citizenship behaviors (Koys, 2001). This theory also explains the relationship between employee attitudes and effectiveness (Acquaah & Tukamushaba, 2015; Gregory, Harris, Armenakis, & Shook, 2009; Jha, Potnuru, Sareen, & Shaju, 2019; Organ, 1977), as satisfied employees reciprocate in ways that contribute to OE. The interdependency between engagement and effectiveness (Johnson, Nguyen, Groth, & White, 2018) can also be elaborated by social capital theory (Bourdieu, 1986), which dwells on the effective functioning of social groups through a shared sense of identity, trust, and values.
Studying the Effects of the Dimensions of Cultural Pollution on the Practice of Entrepreneurial Behavior
2024, AIP Conference ProceedingsTHE LINK BETWEEN ORGANISATIONAL CULTURE AND JOB SATISFACTION IN THE PORTUGUESE PRIVATE INSTITUTIONS OF SOCIAL SOLIDARITY (IPSS): AN EXPLORATORY APPROACH
2024, Cooperativismo e Economia Social