scholarly journals A Study on the Relationship between Organizational Culture and Organizational Performance and a Model Suggestion

2014 ◽  
Vol 3 (4) ◽  
pp. 52-67 ◽  
Author(s):  
Ebru Yildiz
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Theoretical Study ◽  
Innovation Strategy ◽  
Research Model ◽  
And Performance ◽  
The Relationship

Organizational culture is defined as set of goals and values shared by employees in the organization. Recently it has also come to be perceived as a resource of knowledge in the organization. In the literature, along with the studies aiming at identifying the elements of organizational culture, there are some research that study the relationship between organizational culture and performance. This article is a theoretical study of the two concepts and suggests a research model for further research. Recently, knowledge management and innovation strategy have started to be regarded as features of organizational culture. Research shows that these two variables also have significant impacts on organizational performance. Our model suggests measuring the effect of organizational culture on performance along with the supportive impacts of knowledge management and innovation strategy.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Timothy Shea ◽  
Syed Aktharsha Usman ◽  
Sengottuvel Arivalagan ◽  
Satyanarayana Parayitam
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Management Practices ◽  
Self Report ◽  
Content Type ◽  
And Performance ◽  
Information Technology Companies ◽  
The Relationship

Purpose The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined. Design/methodology/approach A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses. Findings The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance. Research limitations/implications As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques. Practical implications This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations. Originality/value This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

scholarly journals The Mediating Role of Knowledge Management and the Moderating Part of Organizational Culture between HRM Practices and Organizational Performance

2015 ◽  
Vol 9 (1) ◽  
pp. 43 ◽  
Author(s):  
Ahmad A. Al-Tit
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Knowledge Creation ◽  
Positive Role ◽  
Mediating Role ◽  
Hrm Practices ◽  
The Impact ◽  
The Relationship

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

scholarly journals PENGARUH BIG FIVE PERSONALITY TERHADAP KINERJA PEGAWAI MELALUI BUDAYA ORGANISASI

2021 ◽  
Vol 5 (1) ◽  
pp. 1066-1085
Author(s):  
Shinta dewi Ambarwaty yusuf
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Big Five ◽  
Significant Influence ◽  
Employee Performance ◽  
Mediating Effect ◽  
Big Five Personality ◽  
And Performance ◽  
Relationship Of ◽  
The Relationship

So far, the culture of civil servants is still at issue especially supported by personalities that are in the public spotlight in providing services to the community. The purpose of this study was to determine the description of a person's personality through Big Culture, Organizational Culture Overview and Balitbangda Employee Performance in Jambi Province and determine the relationship of influence between big five personality and organizational culture on employee performance both simultaneously and partially and to test organizational culture as a moderating variable on the influence Big five personality on performance. This study uses survey research techniques, census sampling techniques that are all Balitbangda employees as samples and data analysis is done descriptively and perivikatip. Descriptively describe the variables studied from the variables without testing. Perivikatip examine the relationship of influence between the independent variable and the dependent variable. The results of data processing indicate that descriptively Big Five Personality, organizational culture and performance are in the quite good category. The perivikatip test shows that there is a significant significant influence on the Big Five Personality of organizational culture and has a positive relationship. Organizational culture has a positive and significant influence on organizational performance, Big Five Personality has a positive and significant influence on performance. There is a significant mediating effect of the interaction of the Big Five Personality and Organizational Culture on the influence of the Big Five          Personality on the Performance of Balitbangda Jambi Province Employees

scholarly journals Organizational culture, strategic planning and performance: empirical evidence from organizations in Malaysia

2018 ◽  
Vol 7 (2.10) ◽  
pp. 62
Author(s):  
Sarminah Samad
Keyword(s):  
Organizational Culture ◽  
Strategic Planning ◽  
Organizational Performance ◽  
Future Research ◽  
Government Organizations ◽  
Positive Effects ◽  
Research Findings ◽  
Future Research Directions ◽  
And Performance ◽  
The Relationship

This study examined the influence of strategic planning on organizational performance of selected government organizations in Malaysia. Consequently, it determined the moderating effect of organizational culture on the relationship between strategic planning and organizational performance. A quantitative study was carried out on a sample of 291 officers in Malaysian government organizations. The obtained data based on self-administered questionnaires was analyzed using SmartPartial Least Squares (PLS). The study revealed that strategic planning dimensions have positive effects on performance of government organizations. The results found that organizational culture has significantly moderated the relationship between strategic planning and performance. The implications from the research findings, limitation of study and future research directions are discussed. 

scholarly journals Impact of Knowledge Sharing on Organizational Performance: The Moderating Role of Organizational Culture Proxies

2018 ◽  
Vol 2 (2) ◽  
pp. 19-40
Author(s):  
Imran Akbar Saifi ◽  
Dr. Ahmed F. Siddiqui ◽  
Dr. Atif Hassan
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Interpersonal Communication ◽  
Survey Method ◽  
Future Research ◽  
Strong Impact ◽  
Improved Performance ◽  
And Performance ◽  
The Relationship

The paper aims to test an explanation of how organizational culture affects the relationship between knowledge sharing and organizational performance. It was expected that organizational culture proxies significantly mediate the relationship between knowledge sharing and performance. The study used a quantitative survey method for the collection of data. A sample of 200 respondents was drawn from the higher education institutes (HEIs) situated in Lahore. The findings revealed that a positive relationship exists; except for when the components were tested individually for their role in moderating it, then learning environment became insignificant. The strong impact of interpersonal communication and trust highlights its significance in boosting knowledge sharing in an organization that results in improved performance. This finding helped the authors to draw on future research implications regarding the components of organizational culture.

scholarly journals The Association of Knowledge Management, Organization Culture, and Innovation with Organizational Performance: A Case at Study Institute Research XYZ

2018 ◽  
Vol 20 (1) ◽  
pp. 39
Author(s):  
Navik Puryantini ◽  
Rofikotul A. ◽  
Dian Shinta P. ◽  
Bambang Tjahjadi
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Organizational Performance ◽  
Small Sample ◽  
Organization Culture ◽  
The Individual ◽  
Questionnaire Method ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

The purpose of this study was to analyze the impact of variable mediation knowledge management innovation in relation to organizational performance and analyze the impact of innovation on the relationship mediating variables of organizational culture on an organi­zation. Population performers in this study were employees of XYZ. Collecting data in this study was conducted using the questionnaire method. Data analysis method used in this study is Partial Least Squares is a powerful method of analysis because it does not assume the data must use a certain scale and can use a small sample. The results showed that (1) knowledge management influence on innovation; (2) The effect on the organizational culture of innovation; (3) Knowledge Management of an effect on the performance of the organi­zation; (4) The organizational culture influence on organizational performance (5) innovation does not affect the performance of the organization, (6) the innovation did not mediate the relationship of knowledge management to organizational performance; (5) innovation does not mediate the relationship of organizational culture on organizational performance. Results obtained interviews innovation does not affect the performance of the organization for their gaps and differences in perception between the authority and powers of innovation, so that innovation is always dependent on the individual who is willing to turn these innovations.

Strategic Knowledge Management, Innovation and Firm Performance: An Empirical Study in Vietnamese Firms

2014 ◽  
pp. 60-73
Author(s):  
Duy Nguyen Quoc ◽  
Tuan Vu Hong
Keyword(s):  
Knowledge Management ◽  
Firm Performance ◽  
Organizational Performance ◽  
Management Strategies ◽  
Management Innovation ◽  
Strategic Knowledge ◽  
Mediating Role ◽  
And Performance ◽  
The Relationship ◽  
Strategic Knowledge Management

The main purpose of this paper is to test the relationship between strategic knowledge management, innovation and firm performance in the Vietnamese context. Our results show that strategic knowledge management significantly enhances innovation and organizational performance. It is also seen as playing an important mediating role in innovation between strategic knowledge management and firm performance. Although codification and personalization knowledge management strategies both have impact on innovation and performance, personalization knowledge management strategy has the dominant impact.

Organizational culture and performance: a macro-level longitudinal study

2019 ◽  
Vol 40 (1) ◽  
pp. 65-84 ◽  
Author(s):  
Taesung Kim ◽  
Jihyun Chang
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Empirical Support ◽  
Macro Level ◽  
Cross Sectional ◽  
Content Type ◽  
And Performance ◽  
Market Cultures ◽  
The Relationship ◽  
Over Time

Purpose The purpose of this paper is to take a series of snapshots of perceived organizational culture over time, analyze the longitudinal pattern of its change, examine the relationship between organizational culture and organizational performance and verify if the relationship remains consistent, regardless of the flow of time. Design/methodology/approach Competing values framework and balanced scorecard are employed to look at organizational culture and its link with organizational performance; the panel data with more than 400 Korean firms from three biennial waves (2011, 2013 and 2015) are analyzed for a macro-level longitudinal examination. Findings Findings include that clan and market cultures were more prevalent than adhocracy and hierarchy cultures, and clan culture significantly decreased over time (H1); adhocracy, clan and market cultures had a consistently positive relationship with all the performance variables over the years and demonstrated a stronger impact in that order (H2). Research limitations/implications The results call for continued research on organizational culture in a longitudinal and cross-sectional nature, and a more comprehensive culture framework for today’s organizations. Practical implications Suggestions include that leaders should engage in bilateral communications and network building for successful organization development and change, and take a comprehensive, long-range approach in conducting cultural assessments. Originality/value The current study addresses a lack of empirical support and a single organization, point-of-time perspective in organizational culture research by examining organizational culture and performance with a macro-level longitudinal approach.

scholarly journals ANALYSIS OF THE RELATIONSHIP THAT EXISTS BETWEEN ORGANISATIONAL CULTURE, MOTIVATION AND PERFORMANCE

2012 ◽  
Vol 3 (1) ◽  
pp. 106-119
Author(s):  
Evans Sokro
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Employee Motivation ◽  
Organisational Culture ◽  
Working Environment ◽  
Data Collection And Analysis ◽  
Employee Relationships ◽  
And Performance ◽  
The Relationship ◽  
Strong Culture

This research aimed at investigating the relationship that exists between organizational culture, employee motivation and performance. The domains of organizational culture (organizational values, individual beliefs, working environment, and employee relationships) and employee motivation and performance were investigated. In order to find the culture and motivation link, mixed method approach for data collection and analysis has been used. By using Pearson’s and Spearman’s Correlation methods, a positive correlation has been found between the two variables. The study revealed that organizational culture has a direct impact on employee motivation and indirectly on organizational performance as well. The better the organizational culture, the higher the motivational level of employees. It was observed that if organizations develop a strong culture of rewarding and acknowledging employees’ effort, it leads to increase motivation and their performance would be significantly enhanced. Key words: employee, motivation, organisational culture, performance.

scholarly journals Knowledge Management Strategies to Improve Learning and Growth in Creative Industries: A Framework Model

2021 ◽  
Vol 4 (2) ◽  
pp. 1903-1915
Author(s):  
Alexandra Sinta Wahjudewantia ◽  
Jann Hidajat Tjakraatmajaa ◽  
Yudo Anggoroa
Keyword(s):  
Knowledge Management ◽  
Literature Review ◽  
Organizational Performance ◽  
Management Strategies ◽  
Creative Industries ◽  
Field Observations ◽  
Performance Measurements ◽  
Framework Model ◽  
And Performance ◽  
The Relationship

The aim of this study is to propose a framework model to capture the knowledge management (KM) process and KM enablers and their connection to improving learning and growth in creative industries. This study is a literature review that analyses several articles related to KM and creative industries. Field observations were conducted at two creative industries to verify the literature review results. This review explores several studies of KM enablers and KM processes to identify KM’s relationship with organizational performance. Organizational performance can be measured from several perspectives, one of which is the tangible perspective of learning and growth. The framework model comprises three interrelated concepts of KM and performance: KM enablers, KM processes, and learning and growth as an intangible type of performance. Further study is needed to identify the types of KM enablers and KM processes to obtain a better understanding of how to improve the performance of creative industries. This study is limited to knowledge management in creative industries. Studies of KM strategies in creative industries are limited, including in Indonesia. Previous studies identify the relationship between KM implementation and improving tangible performance measurements, such as financial and customer performance. This study contributes to our knowledge of implementing KM to improve intangible performance in creative industries.

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