The Effect of Organizational Culture on Firm Financial Performance: Evidence from a Developing Country

Yeşil, Salih; Kaya, Ahmet

doi:10.1016/j.sbspro.2013.06.455

Cited by 100 publications

(129 citation statements)

References 22 publications

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“…Contrary to theoretical predictions, Yesil and Kaya (2013) found that organisational culture dimensions have no effect on firm financial performance. The finding was attributed to the limitations of the study, suggesting a need for further studies to provide conclusive results.…”

Section: Review Of Empirical Evidencecontrasting

confidence: 86%

Effects of Strategic Issue Diagnosis Process (SIDP) on Profitability of Private Universities in Kenya: Case of the Catholic University of Eastern Africa (CUEA)

Ayako¹,

Ayako²

2016

AFA

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The study analyzed the effects of strategic issue diagnosis process (SIDP) on the profitability of the Catholic University of Eastern Africa (CUEA). The study used a census survey design of the fifty members of the top management team (TMT) of the University. The survey data was analyzed using factor analysis and regression analysis. Factor analysis using principal components and varimax (orthogonal) rotation (to maximize variable loadings to each factor) was conducted to reduce the dimensionality and identify the factors (latent variables) and labels (constructs) of both the SIDP and profitability of CUEA. The regression analysis results showed that the joint effect of the six factors of the SIDP accounted for about 30 per cent of the total variance of the profitability of CUEA, implying that about 70 per cent of the variance could be attributed to excluded university specific, higher education industry and external factors. However, the joint effect of the factors of the SIDP on the institution"s profitability was statistically significant (p<0.05). Although all the factors of the SIDP had theoretically expected signs, not all had statistically significant individual (partial) effects on the profitability of CUEA. The results show that all but the null hypotheses on communication systems and personality profile of the members of the TMT were rejected at p<0.05. The study recommended conduct of additional studies with a larger sample of universities, inclusion of the excluded variables and use of structural modeling approaches.

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Section: Review Of Empirical Evidencecontrasting

confidence: 86%

Effects of Strategic Issue Diagnosis Process (SIDP) on Profitability of Private Universities in Kenya: Case of the Catholic University of Eastern Africa (CUEA)

Ayako¹,

Ayako²

2016

AFA

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“…In addition to many other studies that described the relationship between OC and performance of "significant relationship" such as [69] [70], and some other study proposed theory link [65] [71]- [73]. Although there are some studies which finding lack relationship (not significant) between culture and performance or indirectly relationship such as [74] [75], However, most studies tend toward the positive relationship, and this sense the study is based on using OC as a moderating variable, which is expressed by Baron and Kenny [76] through the definition of a moderator variable as "a qualitative or quantitative variable that affects the direction and/or strength of the relation between an independent and dependent or criterion variable". From another side, literature showed the importance of organizational culture in quality management practices, and it seems clear, according to Detert et al's [77] study, negligence of culture causes failure of previous efforts of quality, as a result, there are difficulties to accept changes within the organization, to compatible with the environment through quality management practices.…”

Section: Moderating Effect Of Organizational Culture Between Quality mentioning

confidence: 99%

Mapping the Relationship among Quality Management Practices, Organizational Learning, Organizational Culture, and Organizational Performance in Higher Education: A Proposed Framework

Mohammed

Taib²,

Santhirasegaran³

et al. 2016

AJIBM

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The challenges in higher education and global competition encouraged performance excellence and the pursuit towards providing educational services characterized by high quality. To ensure performance excellence, quality management practices are considered as one of the variables that affect the organizational performance. On the other hand, organizational learning is a method that facilitates the process of improving the organizational performance. The results of organizational performance vary according to environmental conditions, especially an organizational culture that is one of the important indicators that are characterized by organizations. This encourages choosing the organizational culture as a moderating variable. However, this paper highlights organizational performance through a proposed conceptual framework to be considered in higher education institutes.

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“…Therefore, culture can affect the way people communicate and share knowledge [9]. Thus, organizational culture influences the behavior of members of the organization, learning and development, creativity and innovation, and KM [1]. According to Yun, the type of organizational culture can affect one's attitude in using or adopting KM system [4].…”

Section: Organizational Culturementioning

confidence: 99%

“…This culture emphasizes the high degree of flexibility and a focus on internal organization [12,14]. Organization is seen as a convenient place to work together and have higher family properties [1,13]. In this culture, leaders act as mentors or facilitators for subordinates [13].…”

Section: Clan Culture and Kmmentioning

confidence: 99%

See 1 more Smart Citation

Knowledge Management: Organization Culture in Healthcare Indonesia

Sensuse

Sucahyo

Rohajawati

et al. 2014

Information and Communication Technology

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Part 1: Information & Communication Technology-EurAsia Conference 2014, ICT-EurAsia 2014International audienceNowadays organizations realize that knowledge is an important asset to achieve a competitive advantage. In the favor of that, it is necessary for organizations to manage and utilize the knowledge as much as possible through knowledge management (KM). KM concept is not only used in large companies, but also has begun to be adopted by healthcare organization in an effort to improve the quality of services. Managing knowledge is not easy, a lot of factors to consider, one of which is the culture of the organization. Organizational culture is defined as a set of practices, values, and assumptions held by members of the organization and are able to influence the behavior of the organization [12, 13]. According to Kim Cameron and Robert Quinn (2006), organizational culture can be examined using ‘Organizational Culture Assessment Instrument’ (OCAI) which has a framework, called the competing value framework (CVF). This framework consists of four culture types i.e. clan, adhocracy, market, and hierarchy. In this research, we found that healthcare organization in Indonesia have developed a dominant culture-style. It is a mix of the market and hierarchy. In addition, we also discuss the relationship of four culture types with KM, and six dimensions of organizational culture

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The Effect of Organizational Culture on Firm Financial Performance: Evidence from a Developing Country

Cited by 100 publications

References 22 publications

Effects of Strategic Issue Diagnosis Process (SIDP) on Profitability of Private Universities in Kenya: Case of the Catholic University of Eastern Africa (CUEA)

Effects of Strategic Issue Diagnosis Process (SIDP) on Profitability of Private Universities in Kenya: Case of the Catholic University of Eastern Africa (CUEA)

Mapping the Relationship among Quality Management Practices, Organizational Learning, Organizational Culture, and Organizational Performance in Higher Education: A Proposed Framework

Knowledge Management: Organization Culture in Healthcare Indonesia

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