Organizational Culture and Business Performance

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Research Question: Does the culture of a business organization affect its performance?

Alvesson, Mats. Understanding Organizational Culture. London: Sage Publications, 2002. Print.

This book provides a basic understanding of organizational culture. It explains the fundamental underlying assumptions and is an academic publication targeted at scholars and practitioners wishing to understand organizational cultures from a learner’s perspective. The book is reliable as its author is a management scholar and professor of business administration at Lund University in Sweden. The work focuses on both the plain and conflicting views on organizational culture as it relates to the business performance. One of the chapters of the book is dedicated to corporate culture and performance and also includes information on leadership and change. Although the book explains many aspects, it can be foggy to a reader who is new to culture topics. Nevertheless, it has a smooth flow of thoughts that makes it easy to comprehend and follow as one gets used to the author’s writing style. I will use this book to lay the background of my research as it has many important concepts that will be useful for my testing of the culture and performance relation.

Chan, Lismen, Margaret Shaffer and Ed Snape. “In Search of Sustained Competitive Advantage: The Impact of Organizational Culture, Competitive Strategy and Human Resource Management Practices On Firm Performance.” International Journal of Human Resource Management 15.1 (2004): 17-35. Print.

This scholarly journal article is written by authors who are specialized in human management services for schools and businesses. The intent of writing the article was to demonstrate how organizational culture can be used to increase the competence of human resource managers. In the publication, the authors argue that culture is a significant moderator for performance when integrated in human resource practices. The article is targeted at human resource managers who play a crucial role in motivation staff to perform well. The way that the article is written fulfills the requirements of a scholarly journal in regards to the literature review, theory discussion, methodologies used, and presentation of data and findings. Study limitations and managerial implications are made to ensure that the research is reliable and replicable to other settings. This article is important for my research since it has a lot of useful information on organization culture. Although it has only referenced the performance about the HR department, it is important in showing that the culture established by human resource managers and can be used as a predictor of organizational success.

Chow, Irene. “The Roles of Implementation and Organizational Culture in the HR- Performance Link.” The International Journal of Human Resource Management 23.15 (2012): 3114-3132. Print.

This scholarly journal article is written by a management professor, Cow Irene. Chow’s reason to write the article was to establish that organizational culture and HR implementation contribute to a high-performance work system. The article is targeted at human resource managers and scholars interested in the human systems and culture that lead to successful organizations. The publication conceptualizes organizational cultures regarding a formal, supportive and competitive environment. The information is based on theories and previous works related to culture and HR performance. Data findings are based on questionnaires distributed to firms and are presented coherently in text and tables. The article provides information that is related to my research in regards to the performance and organizational culture. However, my focus will be on an entire organization while the article only addresses the performance of the human resource department. Still, the article provides valuable information on how organizational culture can act as leverage for business achievement.

Dyck, Cathy, Michael Frese, Markus Baer, and Sabine Sonnentag. “Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.” Journal of Applied Psychology 90.6 (2005): 1228-1240. Print.

This scholarly journal article is written by university professors, presenting the argument that organizational culture where errors are managed positively leads to a good performance. The authors performed a cross-sectional study across two different firms. Their data reveal that identifying, analyzing and rectifying errors quickly are organizational culture aspects that lead to better performance of a whole organization. The publication is intended for managers where management systems that cultivate good error management cultures usually succeed in their performance. What is more, the article can also be replicated by other scholars who want to verify the arguments made or build upon the information given. Besides, the article relates to aspects that will be covered in my research. Very few studies address how wrongs committed in an organization can impact on the culture of an organization. This article will enable me to add to some important information on the organizational performance to my research about the various organizational cultures.

Hanlan, Marc. High Performance Teams: How to Make Them Work. Connecticut:

Greenwood Publishing, 2004. Print.

This book is an in-depth analysis that shows the importance of organizational culture in tackling today’s business challenges. Hanlan, the author of the book, is a consultant and senior partner with High-Performance Work Team Consulting, LLC in West Chester Pennsylvania with over 25 years work experience. The book is written for management practitioners hoping to organize and work with their teams to maximize their performance. The author presents a solid argument on teams and their role in a whole company’s performance. With the right teams, businesses can successfully make changes that will enable them to work on new growth opportunities, compete effectively with rivals, and adapt to technological advances. This book will be essential to the body of my research as it will help me explain how the unity of employees impacts on team building and their performance. What is more important, it is a book that should be read by anyone who desires to develop knowledge of how a team works and how they can be channeled for individual and organizational success.

Hundley, Greg and Duane Hansen. “Economic Performance and the Enterprise Culture.” Journal of Enterprising Culture 20.3 (2012): 245-264. Print.

This scholarly article recognizes related studies on organizational culture as a variable in the organizational performance. Its authors are management professors in universities in the U.S. who were motivated to conduct the study to prove that high performance was a dependent variable of culture. The article is intended for readers contemplating how some organizations or nations seem to prosper on entrepreneurial activities. Their argument that the culture of a place promotes or limits the entrepreneur potential is supported by a synthesis or relevant literature and data from World Values Survey. The survey encompasses information from eighty countries and relates the culture of these nations to their creative and innovative capabilities. Thus, the article presents an evidence-based perspective of culture and performance. Although the focus of the paper is to the culture in a societal context, it is still an essential reference for my research. Therefore, my study will demonstrate how the culture at an organizational level affects the company’s performance.

Jennings, Edward. “Organizational Culture and Effects of Performance Measurement.” Public Administration Review 72.1 (2012): 93-94. Print.

This is a commentary appearing in the Public Administration Review about the impacts of organizational culture on a performance measurement. The author is a professor and director of international programs at the University of Kentucky. The article targets at workers in the public administration interested in knowing how to enhance a performance in government organizations. The author was motivated to write the commentary seeing that many public institutions struggle with matters of maintaining successful practices. Thus, the author of the article, Jennings explains different organizational cultures supported by other texts talking about the subject. He argues that corporate culture presents the most sensible explanation when trying to comprehend the differences in performance measures across firms. This statement is substantial seeing that several other sources have confirmed a relationship between organizational culture and performance. The article is relevant to my research, and I will use it to demonstrate that corporate culture is necessary for performance studies. The information in the article has valuable insights that can be utilized in the formation of my thesis.

Khosla, Arunachal. “Impact of Organizational Culture on Organizational Performance.” The Journal of Institute of Public Enterprise 38.1-2 (2015): 150-164. Print.

This scholarly article presents a study on the relationship between organizational culture and the financial performance of banking institutions. The author is an assistant professor of Applied Management and is well qualified to give information on the matter. The article is targeted at scholars and practitioners interested in understanding how banks work to achieve performance. The authors have hypothesized various situations where organizational culture affects the performance of banks in dimensions such as operating profit. It was interesting to see words such as communication and confrontation, which are widely used in other texts about organizational culture. The validity and reliability of the study findings have been established by the methods used to collect and analyze data. Bank case studies are included which gives vital information about how the study variables relate to a real-world situation. This article is important for my research as I can replicate the methods used to test the organizational culture and performance variables in several other situations in addition to banking.

Kirkman, Bradley, Kevin Lowe, and Dianne Young. High-performance Work Organizations. North Carolina: Center for Creative Leadership, 1998. Print.

This book focuses on high-performing organizations and illustrates aspects of organizational culture that determine their success. Kirkman and Lowe, authors of the publication, are assistant professors of business administration at the University of North Carolina, while Young is a group director at the Center for Creative Leadership. The book integrates definitions, practices and annotations of works about the business performance and organizational culture. According to the authors, cultures that support a performance in organizations include a creative, flexible and learning environment. Such organizations also have self-managed teams and decentralized decision making. Employee involvement, participative management, democracy and total quality management are styles and principles abiding management systems of high performing organizations. This makes the article interesting and relevant to my research as it references concepts that I have not seen in other texts about organizational culture and performance. I will use the material in the introduction sections of my research to illustrate the problem with corporate culture and provide definitions related to the topic.

Liu, Shuzhong. “Organizational Culture and New Service Development Performance: Insights from Knowledge Intensive Business Service.” International Journal of Innovation Management 13.3 (2009): 371-392. Print.

This scholarly journal article is about organizational culture and its impact on new service development. Liu, the author of the publication, was interested to find out whether new service development was related to corporate culture. The article is therefore targeted at management people and scholars who want to understand further how culture can help with business or service changes. The information given is valid as questionnaires were used to gather first-hand data from study participants. Furthermore, Liu works in the Research Center of Service Management in the U.K. school of business. Therefore, the information presented in the article is a qualified and credible source for my research. Other related sources say that new service development is one of the aspects that show that an organization is an achiever. Hence, this article will contribute primarily to the background of my research by showing ways in which a performance is determined by organizational culture.

Nahm, Abraham, Mark Vonderembse, and Xenophon Koufteros. “The Impact of Organizational Culture on Time-Based Manufacturing and Performance.” Decision Sciences 35. 4 (2004): 579-607. Print.

This scholarly journal article published in the Decision Sciences Journal talks about the impact of organizational culture on scheduled manufacturing and performance. All the authors are Ph.D. holders and professors of Operations Management. Many of their other works have been featured in operations, engineering and management journals. The article is intended for people working in the manufacturing sector and also offers valuable insights for scholars studying the industry. The authors were motivated to write the paper after seeing that the majority of manufacturing companies are implementing practices to help them perform, but they fail. Using data from the survey of manufacturing firms, the authors find that the companies mostly focus on technical issues and ignore soft or people issues, especially culture. The article argues that a customer-focused culture integrated into the routine manufacturing processes can turn around a business into a successful venture. This article is important to my research as it demonstrates how organizational culture affects performance.

Ogaard, Torvald, Svein, Larsen and Einar Marburg. “Organizational Culture and Performance – Evidence from the Fast Food Restaurant Industry.” Food Service Technology 5.1 (2005): 23-34. Print.

This scholarly journal article is a Blackwell Publishing copyright focused on the relationship between organizational culture and a performance in the fast food restaurant industry. Its authors are professors of management at universities in Norway with Ogaard having a work experience in hotel management. The publication is intended for managers; it explains how they can constitute the culture of an organization to foster their performance. Based on their data and findings through the survey of fast foods, the authors urge managers to promote efficacy and organizational commitment when intervening between corporate culture and performance. It is impressive how the article has captured many aspects that I want to include in my research, especially the theories and concepts of organizational culture. Presentation of figures of frameworks and models showing the relationship between organizational culture variables enhances the level of articulacy of the publication. Therefore, it is a useful article for my literature review on matters relating corporate culture to performance.

Trivellas, Panagiotis, Panagiotis Reklitis, and Nikolaos Konstantopoulos. “A Dynamic Simulation Model of Organizational Culture and Business Strategy Effects on Performance.” Proceedings of the International Conference on Computational Methods in Science and Engineering 2.B (2007): 1074-1077. Print.

This article presents the proceedings of a conference on computational methods in science and engineering. Importantly, the authors of these actions demonstrate a particular model that relates organizational culture and business performance. The authors of the article are technical experts in educational institutions in Greece and, therefore, have an upper hand in discussing technical frameworks for a business strategy and organizational culture. The article targets both academicians and practitioners in the management world who wish to study or adopt models that work in creating a culture that promotes a performance. It is interesting how the information is related to other works and theories. It integrates relevant concepts of the business strategy and organizational cultures such as the Porter’s typology and Competing Values Framework. These are important concepts in organizational performance discussions. Therefore, the article is of primary importance to my research. In addition to providing examples of how culture models are constituted for performance, it makes the readers want to customize their framework of what could work given a particular context.

Wang, Hui, Thomas Begley, Chun Hui and Cynthia Lee. “Are the Effects of Conscientiousness on Contextual and Innovative Performance Context Specific? Organizational Culture as a Moderator.” The International Journal of Human Resource Management 23.1 (2012): 174-189. Print.

This scholarly journal article presents the work of authors who are professors in various institutes of business, management and marketing in the U.S. and China. The authors’ intended to investigate whether outcome-oriented cultures and innovative performance results from having highly responsible employees. This publication is for managers looking for ways to establish an organizational culture that promotes a creative performance through a personality of their employees. The authors pursued their investigation through a survey of electronic firms, relating their work to relevant theories and previous works from other scholars. They found a positive relationship. The article is credible in the sense that the writers are qualified and have also reported limitations that may affect their result. Therefore, any bias reporting is avoided. This article is useful for the body of my research. I will use it to show that certain aspects of personalities such as conscientiousness can create an organizational culture that is geared towards a performance.

Yazici, Hulya. “The Role of Project Management Maturity and Organizational Culture in Perceived Performance.” Project Management Journal 40.3 (2009): 14-33. Print.

This scholarly journal article shows that a culture of an organization contributes to its performance in the context of project management. Written by a professor of business studies at various colleges and universities in the U.S., the information presented is coherent and credible. It also published by the Project Management Institute and put for online use by the InterScience Wiley group. The article is helpful to project managers intending to succeed in their ventures. Academicians will also get useful insights by reading the article and relating it to established theories or a background for criticizing new ideas. The author uses many examples from previous works showing that an organizational culture oriented to knowledge creation, sharing and utilization promotes project management maturity. This article will be useful for the body of my research by illustrating examples of how a performance can be increased by the organizational culture. It mostly covers issues of project management performance and learning, while I intend to capture various facets of the organization, project management included. Nevertheless, it is a useful source for my research.

 

Works Cited

Alvesson, Mats. Understanding Organizational Culture. London: Sage Publications, 2002. Print.

Chan, Lismen, Margaret Shaffer and Ed Snape. “In Search of Sustained Competitive Advantage: The Impact of Organizational Culture, Competitive Strategy and Human Resource Management Practices On Firm Performance.” International Journal of Human Resource Management 15.1 (2004): 17-35. Print.

Chow, Irene. “The Roles of Implementation and Organizational Culture in the HR- Performance Link.” The International Journal of Human Resource Management 23.15 (2012): 3114-3132. Print.

Dyck, Cathy, Michael Frese, Markus Baer, and Sabine Sonnentag. “Organizational Error Management Culture and Its Impact on Performance: A Two-Study Replication.” Journal of Applied Psychology 90.6 (2005): 1228-1240. Print.

Hanlan, Marc. High Performance Teams: How to Make Them Work. Connecticut:

Greenwood Publishing, 2004. Print.

Hundley, Greg and Duane Hansen. “Economic Performance and the Enterprise Culture.” Journal of Enterprising Culture 20.3 (2012): 245-264. Print.

Jennings, Edward. “Organizational Culture and Effects of Performance Measurement.” Public Administration Review 72.1 (2012): 93-94. Print.

Khosla, Arunachal. “Impact of Organizational Culture on Organizational Performance.” The Journal of Institute of Public Enterprise 38.1-2 (2015): 150-164. Print.

 

Kirkman, Bradley, Kevin Lowe, and Dianne Young. High-performance Work Organizations. North Carolina: Center for Creative Leadership, 1998. Print.

Liu, Shuzhong. “Organizational Culture and New Service Development Performance: Insights from Knowledge Intensive Business Service.” International Journal of Innovation Management 13.3 (2009): 371-392. Print.

Nahm, Abraham, Mark Vonderembse, and Xenophon Koufteros. “The Impact of Organizational Culture on Time-Based Manufacturing and Performance.” Decision Sciences 35. 4 (2004): 579-607. Print.

Ogaard, Torvald, Svein, Larsen and Einar Marburg. “Organizational Culture and Performance – Evidence from the Fast Food Restaurant Industry.” Food Service Technology 5.1 (2005): 23-34. Print.

Trivellas, Panagiotis, Panagiotis Reklitis, and Nikolaos Konstantopoulos. “A Dynamic Simulation Model of Organizational Culture and Business Strategy Effects on Performance.” Proceedings of the International Conference on Computational Methods in Science and Engineering 2.B (2007): 1074-1077. Print.

Wang, Hui, Thomas Begley, Chun Hui and Cynthia Lee. “Are the Effects of Conscientiousness on Contextual and Innovative Performance Context Specific? Organizational Culture as a Moderator.” The International Journal of Human Resource Management 23.1 (2012): 174-189. Print.

Yazici, Hulya. “The Role of Project Management Maturity and Organizational Culture in Perceived Performance.” Project Management Journal 40.3 (2009): 14-33. Print.

 

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