The impact of organizational culture on the ultimate performance of a company

Gavrić, Gordana; Šormaz, Goran; Ilic, Djordje

doi:10.5937/intrev1604025g

Cited by 8 publications

(9 citation statements)

References 3 publications

(3 reference statements)

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“…These interview remarks are in line with [23,25,38]. One may argue that, some of these studies are outdated; however, many earlier and current studies are in congruence with these findings such as; [12,16,18,40,25,6]…”

Section: Discussionsupporting

confidence: 78%

“…On a broader perspective, [16] asserts that, dimensions of culture are central to all aspects of organizational life as organizational culture forms the integrative means of regulating the behavior of the organization's members and permeates all its activities, as a specific catalyst for growth and development of the organization. Leithy [17] on local and multinational companies' employees located in Cairo, Egypt showed that both workrelated attitudes and work behavior are related to organizational performance.…”

Section: Introductionmentioning

confidence: 99%

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Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

Ssemugenyi

Asumwa²,

Sophia

2020

ARJASS

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This systematic and empirical review attempted to expand the frontiers of knowledge by analyzing the existing delicate space between organizational culture and customer service quality, using Kenya Power as a statistical representative sample of the Electrical Energy Sector in Kenya. Organizational culture has been a topical issue in the corporate world for many decades due to its assumed ability to predict business effectiveness and success. Whereas this conviction is a true story in most companies across the globe, in some companies, it is a dreadful undertaking and Kenya Power is no exception. To examine this delicate space, the study tested a null hypothesis of no significant effect between (X) organizational culture and (Y) customer service quality while taking into account the existing multiple covariates within the causal chain. Utilizing a mixed method approach, the study collected both numerical and qualitative data from 76 respondents (n) (statistically obtained from 95 N) and 10 key informants respectively. At the univariate level, frequency counts and means were used while at the multivariate level, multiple linear regression analysis was applied in order to determine the total impact of X(s) on Y, while qualitative analysis was carried out through thematic and discursive methods. Study findings revealed that, all the 7 constructs of the independent variable had a positive and significant effect on the dependent variable. The R Square, which indicates the total impact of X(s) on Y stands at 76%, implying that, the constructs of the independent variable positively and significantly predicted the dependent variable. The extraneous variables, which in this case were competing with the independent variable to explain a change in the dependent variable stand at 24%. Implying that, the excluded independent variables as far as quantitative data were concerned, had a weak impact on the dependent variable. However, the interview results indicated a divergence in opinion and reasoning. Key informants alluded that, re-branding strategies, customer focused models, political factors, ICT adoption, research, quality management system and so on are more relevant than culture itself in predicting organizational effectiveness and customer satisfaction. It is upon this basis that this study recommended that, much as organizational culture is being applauded for shaping customer service quality by the numerical data, it is much more logical to focus on the new inroads provided by the qualitative data in this study. Integrating research, ICT, customer-driven models, and quality management systems in the business processes at Kenya Power, will not only help the firm to establish a competitive culture; rather, will keep it afloat and sound in a business context.

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Section: Discussionsupporting

confidence: 78%

Section: Introductionmentioning

confidence: 99%

Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

Ssemugenyi

Asumwa²,

Sophia

2020

ARJASS

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“…Culture plays an important role in the success or failure of any organisation (Gavric, Sormaz & Ilic 2016). Organisational culture acts as an inner strength to the company and should be aligned with the business strategy to ensure success and competitiveness (Eaton & Kilby 2015;Ghannay & Mamlouk 2015).…”

Section: Strategic Intent and Success Orientationmentioning

confidence: 99%

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

2021

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Orientation: Talented employees are essential for the service performance of local government institutions. Conducive organisational talent cultures can enable talent to deliver value-based services that meet public expectations.Research purpose: To explore the determinants of an organisational talent culture for a Botswanan local government institution.Motivation for the study: Research on organisational talent culture determinants in Botswana local government institutions is lacking.Research design, approach and method: This research adopted a quantitative, cross-sectional research design. A self-developed questionnaire was used to measure the organisational talent culture determinants of a Botswana government institution (N = 405). The data was analysed using SPSS Statistics software. Descriptive statistics, exploratory factor analyses, linear regression analyses and multivariate analysis of variances (MANOVAs) were applied to the data.Main findings: The factor analyses provided support for six organisational talent culture determinants: leadership talent mindset, success orientation and strategic intent, institutional values, dynamic operational capabilities, administrative governance and general people management practices. The results showed a weak application of all the organisational talent culture determinants. Leadership talent mindset was a significant predictor of organisational talent culture determinants. Significant differences exist between selected organisational culture dimensions based on the demographic characteristics of the participants.Practical/managerial implications: The vital role of public sector leadership in enabling a conducive organisational talent culture is emphasised.Contribution/value-add: This research contributed to the limited empirical knowledge on organisational talent culture determinants in public sector institutions.

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“…Para Gavric et al (2016) la importancia de la cultura se refleja en la actitud generalmente aceptada de que una verdadera cultura organizacional conduce al éxito, a una mayor eficiencia y eficacia de las operaciones de la compañía y al crecimiento y desarrollo. La medición del rendimiento es importante para la gestión efectiva de las empresas (Taouab y Issor, 2019).…”

Section: Cultura Organizacionalunclassified

Cultura organizacional y rendimiento de la empresa en el contexto de la industria de la hospitalidad en Culiacán, Sinaloa, México

Leyva-Duarte

Martínes²,

Tostado³

et al. 2022

EPS

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El artículo presenta un análisis de la relación que existe entre la cultura organizacional y el rendimiento de la empresa dentro del contexto de la industria restaurantera en la ciudad de Culiacán, Sinaloa, México. A partir de un análisis de regresión múltiple se identificó la relación entre las variables. Para la evaluación de la cultura organizacional se utilizó un cuestionario con base en la Escala de Diagnóstico de la Cultura Organizacional, y para el rendimiento, una evaluación subjetiva de los resultados de las empresas. Los principales hallazgos muestran que la cultura organizacional ejerce una influencia parcial sobre el rendimiento de la empresa. Las dimensiones de trabajo en equipo, la creación de cambio y el enfoque al cliente presentaron relación positiva y significativa con el rendimiento global, mientras que la dimensión de normas mostró un efecto significativo negativo. Como conclusión se puede señalar que el trabajo en equipo, la creación de cambio y el enfoque al cliente son factores que promueven positivamente el rendimiento y el establecimiento de normas y sanciones que provoca un efecto contrario. Un sólido equipo de trabajo, con capacidad de adaptación a los cambios puede favorecer la permanencia de las empresas de esta industria.

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The impact of organizational culture on the ultimate performance of a company

Cited by 8 publications

References 3 publications

Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

Balancing the Delicate Space between Organizational Culture and Customer Service Quality: An Empirical Review for Systemic Excellence in the Electrical Energy Sector in Kenya

Exploring the determinants of an organisational talent culture for a Botswanan local government institution

Cultura organizacional y rendimiento de la empresa en el contexto de la industria de la hospitalidad en Culiacán, Sinaloa, México

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