Validation of Denison's Model of Organisational Culture and Effectiveness in the Indian Context

Nazir, Nazir A.; Lone, Mushtaq Ahmad

doi:10.1177/097226290801200107

Cited by 15 publications

(16 citation statements)

References 45 publications

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“…Sample item was: "Cooperation across different parts of the organization is actively encouraged". High reliability of the competitive intensity scale has also been demonstrated in several empirical studies (Denison et al, 2014;Nazir and Lone, 2008;Zheng et al, 2010), which justify its use in the present study.…”

Section: Corporate Entrepreneurshipsupporting

confidence: 59%

Corporate entrepreneurship and business performance

Umrani

Kura

Ahmed

2018

PRR

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Purpose The purpose of this paper is to investigate the relationship between corporate entrepreneurship (CE), organizational culture (OC) and business performance (BP). Additionally, the study has attempted to address the moderating influence of OC on CE–BP relationship. Design/methodology/approach Data were collected from middle managers of Big Five banks of Pakistan. A two-step approach to structural equation modeling was used. Using confirmatory factor analysis, the measurement model fit was determined. The significance of the theoretical relationship was assessed using structural model. Findings The results have supported the hypothesized direct and moderated relationship. Originality/value The present study extends the body of knowledge in testing the resource-based view of the firm theory and contingency theory through providing empirical evidence on the hypothesized relationships. Additionally, the study has contributed in the existing theory through evaluating the moderating of OC by using interaction effect in partial least squares structural equation modeling (PLS-SEM).

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Section: Corporate Entrepreneurshipsupporting

confidence: 59%

Corporate entrepreneurship and business performance

Umrani

Kura

Ahmed

2018

PRR

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“…Denison, in "Cultural Research Survey" [43], demonstrates that organizational culture is a strong instrument allowing key leaders, stakeholders and employees to understand the impact it has on organizational effectiveness as a performance indicator, thus learning how to redirect their culture in order to improve it [25][26][27][28]30,44,45].…”

Section: Organizational Culturementioning

confidence: 99%

The Impact of Organizational Culture on Customer Service Effectiveness from a Sustainability Perspective

2020

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The conducted study focused on a multinational ITC (Information Technology and Communications) company. Empirical research aimed to evaluate organizational culture based on Denison’s model through four features: capacity development, basic values, customer orientation, and goals and objectives. At the same time, the study analyzed service provided to customers, taking into account its three phases: pre-transaction, transaction, and post-transaction. As research methods, we used a questionnaire-based survey and direct observation. The results of the study demonstrate that the company has a strong culture based on an adequate core value system (shared by company members), innovative and effective human capital management practices, and customer orientation. All characteristics ensure the integration of sustainability principles into strategies, policies, and management practices of the company. At the same time, the authors develop a design and analysis model of the impact of organizational culture features on customer service effectiveness, highlighting that the four organizational culture features are good predictors for improving customer service effectiveness, which promotes an ethical business model and sustainable pursuit of economic, social and environmental performance. The study identified a set of good management practices and solutions in the design, operationalization, and monitoring of customer service.

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“…Many researchers have attempted to validate Denison's model. These include Gómez and Ricardo (2012), who establish a direct, positive relationship between culture and innovation; Mobley, Wang and Fang (2005), who, on the basis of this relationship, propose profiles of different companies; and Nazir and Lone (2008), who study employees of firms in the cement, textile, and steel industries, obtaining the same results as Denison.…”

Section: Human Resourcesmentioning

confidence: 99%

Relationship between organizational culture and performance among German multinational companies in Mexico

Oberföll¹,

Adame

García

2018

JOB

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The objective of this research is to determine if there is a relationship between organizational culture and organizational performance in German multinational companies operating in Mexico. To this end, we use a multiple case study, analyzing five German multinational autoparts companies with operations in Mexico, applying a questionnaire to executives at each of the five companies and to 232 employees at one of them. Our main finding is that there is a significant relationship between organizational culture variables and organizational performance variables, such as turnover, job satisfaction, satisfaction with the company, and sales. The study illustrates the importance of promoting human resources policies aimed at increasing employee satisfaction, and studies should be carried out to identify the triggers of satisfaction with greater precision, which may improve the performance of this type of company. The main limitation of this work is that as a case study, the results cannot be generalized; however, very few previous studies have attempted to establish the relationship between culture and performance in the Mexican context, so this study constitutes a milestone for knowledge in this area.

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Validation of Denison's Model of Organisational Culture and Effectiveness in the Indian Context

Cited by 15 publications

References 45 publications

Corporate entrepreneurship and business performance

Corporate entrepreneurship and business performance

The Impact of Organizational Culture on Customer Service Effectiveness from a Sustainability Perspective

Relationship between organizational culture and performance among German multinational companies in Mexico

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