The competing value framework model of organizational culture, innovation and performance

Abstract

PurposeInnovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.Design/methodology/approachThe data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.FindingsThe findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.Practical implicationsThe CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.Originality/valueThis paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.

Does organizational justice enhance job performance through high-performance human resource practices?

“…Data were collected through previously tested questioners. and Zeb et al, (2021) claimed that cross-sectional research design might introduce common method bias. Therefore, this study used Harman's one-factor test for identification of common method bias.…”

The Effect of Organizational Culture on Financial Performance: Based on Cameron and Quinn Model (CVF)

“…Culture, it might be reasoned, is a property of a human group of common significance possessed by a firm's members which differs greatly from other firms (Robbins, 2005). Others have claimed that culture refers to a set of beliefs, values, attitudes, assumptions, expectations, and ways of behaviour shared among individuals of an organization (Kotter and Heskett, 1992;Zeb et al, 2021). Hofstede et al (1990) proposed the following formulation to incorporate the many dimensions of OC: The organizational/corporate culture construct is (1) generally decided, (2) holistic, (3) linked in anthropological ideas, (4) socially built, (5) soft, and (6) difficult to modify.…”

“…Firstly, culture can represent an organization's overall picture in terms of its members' sense of self-identity (Robbins, 2005). Second, OC is shaped by long-term historical tradition, which is considered an unseen hand in public administration (Zeb et al, 2021). As a result, culture is difficult to modify; according to Helmke and Levitsky (2004), culture is viewed as an informal institution, and reform would be a protracted process.…”

“…This was chosen to distinguish between different types of OC. The first reason for selecting CVF is that it contains key components of the four major cultures that underpin FP (Cameron & Quinn, 2011;Zeb et., 2021). The second reason is that it is also one of the most important and widely used models for constructing the profile of OC (Cameron & Quinn, 2006;Vilkinas & Cartan, 2006).…”

Relationship Between Knowledge Base and Innovation-Driven Growth: Moderated by Organizational Character

“…Organizational character exerts significant influences on the innovation of the firm. An open, foresighted, and risk-taking organization tends to implement an innovation strategy ( Li and Yu, 2018 ; Zeb et al, 2021 ). On the contrary, a closed, myopic, and irresponsible one tends to avoid innovation risks ( Li and Yu, 2018 ).…”