SYMBIOSIS INSTITUTE OF BUSINESS

MANAGEMENT, HYDERABAD
(2023-25)

ORGANIZATIONAL BEHAVIOUR

Submitted to: Dr. Sripathi Kalvakolanu

Submitted By:
Name: Reetika Bhama
PRN: 23021141091
Section: B
LITERATURE REVIEW ON ORGANIZATIONAL CULTURE

1. The secret ingredient? Uncovering the effect of

organizational culture on quality management: a
literature review

Author: Rocco Palumbo, Alexander Douglas

Study and its uniqueness: The goal of this study of the literature
was to organize the ongoing academic discussion about the
connection between organizational excellence and quality
management. A survey of the literature that included bibliometric
analysis and an interpretive systematization of the scientific
contributions that could be retrieved was done for this reason.
Because of their profound entwinement, the relationship between
organizational culture and quality management is marked by
uncertainty. To attain business excellence, these two elements must
be optimized together. To encourage employees' motivation and
preparedness to participate in the ongoing improvement of
organizational processes, quality management efforts should be in
line with the current organizational culture. Concurrently, a shift in
the organizational culture is required to get past barriers and
implement a quality culture that helps the company progress toward
business excellence.

Methodology: A domain-based literature review has been

conducted, which followed the Scientific Procedures and Rationales
for Systematic Literature Reviews. The knowledge core consisted of
76 items, which were analyzed through bibliographic coupling and
co-citation analysis. An interpretive approach was taken to articulate
the study findings.

1|Page
 Findings: Four study streams, which highlight the necessity of
jointly maximizing organizational culture and quality management
while adopting a longitudinal view, are the main avenues of the
present scholarly debate. Comparably, the theoretical foundations
for the evaluated contributions are dispersed into four clusters, each
of which is predicated on the idea that organizational excellence
results from the alignment of organizational culture and quality
management.

2. The organizational culture of scale-ups and

performance.

Authors: Julia Strengers, Leonie Mutsaers, Lisa van Rossum

and Ernst Graamans

Study and its uniqueness: Scale-up cultures are dynamic and

multifaceted, frequently encompassing subcultures outside the
purview of upper management. Although evaluating the prevailing
culture is crucial, a more comprehensive understanding can be
obtained by concentrating on the fundamental traits shared by all
forms. Using both quantitative and qualitative research
methodologies enables the presence of subcultures and these
deeper layers to be revealed. Crucially, it has been demonstrated
that giving the clan and adhocracy culture types—which are marked
by cooperation, creativity, and adaptability—priority improves both
worker satisfaction and business performance. On the other hand,
cultures that emphasize hierarchy and the market may be harmful.
In the end, scale-up cultures are guided toward success by
highlighting the qualities of clan and adhocracy, which assist bridge
the gap between management's vision and employee preferences.
Remember that the secret to maximizing your distinct culture is to
customize these broad suggestions to your particular business
setting.
2|Page
 Methodology: Quantitative and qualitative data were collected in
five scale-ups. Surveys provided data of 116 employees on
organizational culture, assessed using the Organizational Culture
Assessment Instrument (OCAI) and perceived performance. The
aggregate outcomes and performance measures were analyzed
using correlation analysis. Interviews were held with ten top
managers and mirrored against the quantitative data.

Findings: The results show that top managers and employees have
different perspectives on the culture scale-ups are supposed to
have. Top managers perceive market culture as more and hierarchy
culture as less present in their organizations than employees. The
clan and adhocracy culture are positively correlated to performance
and are preferred by employees. Market and hierarchy culture types
are negatively correlated to performance and are least preferred by
employees.

3. Organizational culture, innovation and performance:

a study from a non-western context

Author: Mohammed Aboramadan, Belal Albashiti, Hatem Alharazin,

Souhaila Zaidoune

Study and its uniqueness: While this study clarifies the

relationship between organizational culture and performance and
innovation in the Palestinian banking industry, its shortcomings beg
for more research. The findings' limited generalizability is a result of
the single-sector focus and the subjective metrics used to quantify
innovation and success. To overcome these constraints, future
research should make use of objective metrics, replicate the study
in a variety of sectors and situations, and use longitudinal designs
3|Page
 to determine causal linkages. A more comprehensive knowledge of
these intricate processes might also result from combining
qualitative approaches and investigating alternative innovation
alongside various organizational culture types in the Middle East.
These developments could greatly expand our understanding of
how organizational culture affects performance and innovation in
the environment of the area.

Methodology: To investigate the proposed favorable correlations

between organizational culture, marketing innovation, technological
innovation, and banks' performance, a quantitative study about the
Palestinian banking sector was conducted. A self-administered
questionnaire was given to Gaza Strip banking sector employees to
collect data. The drop-off and pick-up method was used for
distribution and collecting. A total of 320 workers received
invitations to complete the survey. A total of 186 valid surveys that
were completed and returned were collected for statistical analysis.
We had a 58 percent response rate in our survey.

Findings: The findings of the study show that organizational culture

and marketing innovation have a positive impact on banks’
performance. Moreover, it was found that marketing performance
partially mediates the relationship between organizational culture
and banks’ performance.

4. Family firm performance: the effects of

organizational culture and organizational social
capital

Author: Michele Stasa Ouzký, Ondřej Machek

4|Page
 Study and its uniqueness: This study aimed to examine the
mediating role of organizational SC between family firms'
organizational culture and performance. Our findings reveal a
significant and positive relationship between group vs individual
orientation and bonding SC, as well as between external vs internal
orientation and bridging SC. Additionally, we found a positive
association between bonding and bridging SC. Regarding
performance outcomes, bridging SC was found to have a positive
impact on family firm performance. Contrary to our expectations,
bonding SC did not directly contribute significantly to performance.
Nonetheless, it did have an indirect effect by fostering bridging SC,
which in turn improved performance. The study also discussed the
theoretical implications of these findings.

Methodology: This study, which focused on family businesses,

surveyed managers at US small and medium-sized enterprises
utilizing online panels. They employed known scales to measure
social capital (bonding, bridging) and organizational culture (group
vs. individual, external vs. internal). The performance of family
businesses was evaluated using sales, market share, and net profit
growth. Age, industry, and company size were all considered control
variables.

Findings: The authors show that group vs individual cultural

orientation fosters bonding social capital, while external vs internal
cultural orientation fosters bridging social capital. In turn, family firm
performance is only enhanced by bridging social capital, not
bonding social capital, which appears to have neutral to negative
direct performance effects. Nevertheless, it is noteworthy that
bonding social capital facilitates the establishment of bridging ties,
leading to overall positive performance outcomes.

5|Page
 5. Relationship of ethical leadership, organizational
culture, corporate social responsibility, and
organizational performance: a test of two mediation
models

Author: Wafa Awni Alkhadra, Sadam Khawaldeh, Jehad Aldehayyat

Study and its uniqueness: Although there has been evidence in

recent years linking different leadership styles to performance, it is
still unclear which method is best for service firms in Jordan. This
research highlights the importance of ethical leadership in
influencing corporate social responsibility (CSR) and company
culture, two more factors that boost performance. These findings
highlight the value of moral leadership and offer policymakers
concrete recommendations for improving moral leadership,
cultivating a healthy workplace culture, and boosting robust
corporate social responsibility initiatives. Jordanian service
organizations can achieve optimal performance by putting these
suggestions into practice.

Methodology: This study looked at the connections between

performance in Jordanian service companies, organizational
culture, corporate social responsibility (CSR), and ethical
leadership. Using pre-designed questionnaires, researchers polled
371 middle and upper-level managers from companies with more
than 20 employees to acquire information on these variables.
Paper-based questionnaires with an emphasis on aspects like
customer focus, employee orientation, and responsible practices
were given out and gathered in person. After data analysis, the
measures' validity and reliability were verified, and the study's
hypotheses were tested using structural equation modeling (SEM).
The foundation for comprehending how CSR, corporate culture, and
ethical leadership interact to affect performance in the Jordanian
service sector is provided by this research design.
6|Page
 Findings: The result conveyed that ethical leadership does not only
influence organizational performance, but it also, and positively so,
affects the organizational culture and CSR. In addition, CSR and
organizational culture significantly mediate the relationship between
ethical leadership and organizational performance.

6. Organizational culture and project management

methodology: research in the financial industry

Author: Katarzyna Piwowar-Sulej

Study and its uniqueness: This study takes a surprising turn, even
though theory predicts a nice fit between project management
techniques and corporate culture. Despite the expectation that
cultures will align (traditional cultures are hierarchical, agile cultures
are clan-like), businesses frequently defy expectations by adopting
non-traditional practices. Interestingly, this alignment is not
necessary for the project to succeed. What then should a manager
do? The key to successfully navigate project difficulties is to invest
in both technical and cultural abilities, shape your desired culture,
and close the cultural understanding gap among teams. Despite its
shortcomings, this study opens up fascinating new avenues for
research in the future, such investigating different industries,
employing objective metrics, and looking at different cultural
frameworks. Ultimately, the key to effective project management is
to fully utilize the power of corporate culture.

Methodology: This study explores the elements that influence the

choice of project management approach in the financial industry of
Poland. The research uses an exploratory, mixed-methods
approach, combining surveys and interviews, to understand the
cultural impacts and project manager opinions based on the
7|Page
 Competing Values Framework (CVF). Due to the industry's high
level of project management maturity and regular technical
improvements, the study focuses on medium-sized and large
businesses (those with more than 50 people). It emphasizes the
significance of organizational culture and project manager
perceptions in technique selection. It also shows how project
priorities and methodology selections are impacted by industry-
specific considerations and regulatory changes. The research
opens the door for future studies by highlighting the need for more
research into how cultural impacts fluctuate across various
organizational sizes and project kinds, even as it reveals these
crucial insights.

Findings: Project managers find organizational culture more

important than objective project characteristics when choosing the
dominant PM methodology in an organization. Although statistical
analysis revealed a significant relationship between the preferred
type of organizational culture and PM methodology, there is no
significant relationship between the existing type of organizational
culture and the PM methodology which prevails in the company.

7. The effect of perceived organizational culture on

employees’ information security compliance

Author: Martin Karlsson, Fredrik Karlsson, Joachim Åström and

Thomas Denk

Study and its uniqueness: Examine the connections between the

culture of a company and the degree to which staff members
adhere to information security guidelines, especially with regard to
Swedish white-collar professionals. demonstrating that although
cultures with an outward focus, like adhocracy, provide mixed
results, cultures with an internal focus, like bureaucracy and clan

8|Page
 cultures, promote conformity. This implies that while external
challenges may call for different strategies, internal regulations may
be more effective in cultures that prioritize internal goals. Although
this study provides insightful information, more investigation is
necessary to fully comprehend the ways in which country context
and culture impact compliance.
Organizations may increase compliance by understanding how to
modify information security procedures to fit particular cultural
contexts.
Although an organization's culture should largely support its
overarching objectives, understanding how it affects information
security enables improved security procedures and informed
decision-making.

Methodology: This study explores the relationship between

Swedish white-collar professionals' perceptions of their workplace
culture and their adherence to information security policies. It
examines data from a nationally representative sample (n=674) on
self-reported adherence to information security policies and
perceptions of the cultures (clan, adhocracy, market, and
bureaucracy) within their enterprises using a survey approach.
Interestingly, the study circumvents "bad controls" by concentrating
only on corporate culture and leaving out individual variables that
could obscure the actual cultural influence, such as awareness or
threat assessment. The study attempts to find relationships
between various cultural kinds and compliance behavior using
controlled OLS regressions and bivariate correlations. This will help
to clarify how firms can use their culture to promote information
security adherence.

Findings: The results indicate that organizational cultures with an

internal focus are positively related to employees’ information
security policy compliance. Differences in organizational culture
with regards to control and flexibility seem to have less effect. The
analysis shows that a bureaucratic form of organizational culture is
9|Page
 most fruitful for fostering employees’ information security policy
compliance.

8. Organizational culture and cultural diversity: an

explorative study of international skilled migrants in
Swedish firms

Author: Ali Farashah and Tomas Blomqusit

Study and its uniqueness: Workplace integration of skilled

migrants (ISMs) is a challenging process. One important finding
from this study is cultural fit. Different migrant acculturation modes
(assimilation, marginalization, separation, integration) are supported
by different organizational cultures (clan, hierarchy, market,
adhocracy). For ISMs, matching these modes to the appropriate
culture improves career results. In order to traverse this, ISMs
should focus on appropriate organizations, and those organizations
should provide managers with cultural diversity training and
customized support. By concentrating on job assistance for recently
arrived migrants, policymakers can provide even more assistance.
Ultimately, a thorough grasp of cultural fit facilitates effective
integration and may even improve organizational performance;
however, further study is required to validate this relationship.

Methodology: Our study explores how various organizational

cultures contribute to cultural diversity by means of diversity
strategy and selection of ISMs. Because of the absence of prior
theory and research on the relationship of culture and diversity, an
explorative approach was adopted.

Findings: The authors identify five clusters of organizations.

Organizational culture is the main contextual factor that influences
10 | P a g e
 the CDS and human resource (HR) approaches for selecting skilled
migrant workers. The profile of the clusters including organizational
culture, diversity strategies, the selection criteria and firm
demographics is presented. The empirical results indicate that
organizational culture and demographics are associated with the
choice of diversity strategy and, consequently, HR processes.

9. Strategic perspective of error management, the role

of leadership, and an error management culture: a
mediation model

Author: Margarida Freitas Oliveira, Eulália Santos, Vanessa Ratten

Study and its uniqueness: The purpose of this study was to

determine how organizational culture and leadership affect the
application of error management techniques in Portuguese
enterprises. 380 employees from a variety of industries were
surveyed, and the results showed that leadership affects error
management procedures both directly and indirectly by influencing
the culture around error management.

These results emphasize how important a leader is in creating a

culture that values error management. Leaders can directly
reinforce this culture by actively creating standard standards and
processes, which will make mistake control a crucial component of
their primary duties. This study clarifies the strategic significance of
mistake management and provides helpful advice for organizational
executives looking to enhance it.

Methodology: This study explores the impact of leadership on the

efficiency with which businesses handle errors. Through the use of
surveys from 380 Portuguese workers in a variety of industries, it
identifies an important mediating factor: an error-management
corporate culture. Improved error management procedures are
11 | P a g e
 indirectly facilitated by leaders who cultivate a culture of learning
and improvement. Convenience sampling restricts generalizability,
and the cross-sectional design makes it impossible to establish
causality, but this study emphasizes how important leadership is in
creating a culture that values making mistakes and encourages
ongoing development. Additional impacts on error management
culture could be investigated in future studies, and longitudinal
designs could be used to establish causal linkages.

Findings: The results demonstrate that leadership directly

influences error management and indirectly through the
organizational culture of error management, giving this last variable
a mediating role.

10.
Nurturing innovative culture in a healthcare
organization – Lessons from a Swedish case study

Author: Thomas Andersson, Gary Linnéusson, Maria Holmén and

Anna Kjellsdotter

Study and its uniqueness: It takes more than simply well-

intentioned efforts to create an innovative culture in healthcare. This
study identifies several essential components, including patient-
centric thinking that extends beyond specific situations, leadership
committed to fostering innovation, and resources devoted to its
upkeep. Surprisingly, a decentralized structure promotes a culture
different from the conventional "here-and-now" orientation by
allowing for greater flexibility and experimentation. Although it can
be difficult, altering a culture is not insurmountable. The significance
of comprehending the current culture and adjusting strategies
appropriately is emphasized by this study. Furthermore, using
frameworks such as "institutional logics" to examine the larger
12 | P a g e
 institutional context of healthcare may provide insightful information.
In the end, encouraging healthcare innovation necessitates a
multifaceted strategy that takes into account institutional pressures
from outside the organization as well as internal cultural variables.

Methodology: Based on a qualitative case study of a healthcare

unit that changed, within a few years, from having no innovations to
repeatedly generating innovations, the authors describe important
aspects of how innovative culture can be nurtured in healthcare.
Data were analysed using inductive and deductive analysis steps.

Findings: The study shows that it is possible to nurture an

innovative culture in a healthcare organization. Relationships and
competencies beyond healthcare, empowering structures, and
signaling the importance of innovation work with resources all
proved to be important. All are aspects that a manager can
influence. In this case, the manager's role in nurturing an innovative
culture was very important.

11.
Training culture: A new conceptualization to capture
values and meanings of training in organizations

Author: Federica Polo, Sara Cervai, Jussi Kantola

Study and its uniqueness: This study confirms the

multidimensional structure of a recently created "Training Culture
Scale" (TCS) and identifies different perceptions of training culture
among management and employees. The Training and Culture
Survey (TCS) enables firms to track cultural changes, customize
training programs, and eventually increase overall training
effectiveness by providing insights into organizational training
priorities and pinpointing particular areas for improvement. In order
13 | P a g e
 to confirm the TCS's wider application, more study should examine
the impact of employee demographics and subcultures on the
perceptions of individual training.

Methodology: This study, following the deductive scale

development process, examines the theoretical foundation and
psychometric properties of the training culture scale (TCS), testing
the utility and appropriateness of the measure. The TCS has been
designed and developed on three specific dimensions: individual,
group and organizational. A confirmatory factorial analysis has been
performed to assess the internal structure.

Findings: Results confirm the three dimensions initially

hypothesized: individual, group and organizational, with good
reliability indexes on the three factors.

12.
Leadership, culture, intellectual capital and
knowledge processes for organizational
innovativeness across industries: the case of
Poland

Author: Wioleta Kucharska

Study and its uniqueness: This study addresses the critical

relationship between innovation and leadership by examining the
"big picture" of the interactions between different processes for
knowledge generation. It tackles the "knowledge paradox," which
holds that important informal communication might be stifled by
overly rigid knowledge management. The secret is to keep these
domains in a careful balance. Formal structures assist in codifying

14 | P a g e
 explicit information (structural component), whereas informal
contacts foster relationships and tacit knowledge (human and
relational components of intellectual capital). To foster a learning
culture that promotes informal knowledge sharing as well as a
knowledge culture that supports formal knowledge processes,
transformational leaders are essential. In the end, this well-
balanced strategy that promotes the co-creation of all intellectual
capital components drives innovation and organizational
advancement.

Methodology: Knowledge workers from Poland's higher education,

healthcare, construction, and IT sectors were gathered for this
study. All genders and positions were represented in balanced
samples. The first data gathering took place in 2020. While most
dimensions were evaluated by existing questionnaires, this study
validated a novel knowledge process scale. After confirming their
eligibility (a "learning organization" function and a minimum of one
year tenure), participants were given a quick explanation of
important concepts. They then used a 7-point Likert scale to
indicate how they felt about certain concepts. First, the quality of the
model was evaluated. Then, because of the influence of each
industry, distinct models were developed for each. Furthermore,
"tacit knowledge awareness" was incorporated into the industry-
specific and general models as a control variable. All of the results
were examined and discussed in the end.

Findings: The study exposes that the essence of transformational

leadership innovativeness oriented is developing all intellectual
capital components. To do so, leaders must support both formal and
informal knowledge processes through the organizational culture of
knowledge and learning. Furthermore, for the best results of the
knowledge transformation into intellectual capital, the learning
culture must be shaped by both components: learning climate and
acceptance of mistakes.

15 | P a g e
 13.
Organizational theory – a three-dimensional tool to
analyze and enhance collaboration in healthcare
systems

Author: Kiran Bharatam Kaundinya

Study and its uniqueness: Healthcare institutions require a

sophisticated comprehension. Stakeholders must recognize the
changes in demographics brought about by international expansion
and appreciate the influence they have on the environment,
including funding and governance. The foundation of excellent
service quality is a conscientious team supported by a solid
reputation. Partnerships with clinics can increase outreach, but they
must be in line with patient needs. The capacity for collaboration is
reflected in organizational culture, and navigating subcultures
carefully is necessary. Determining service limits is aided by
choosing people based on their efficiency and cultural fit as well as
their knowledge of local customs. In adaptive environments in
particular, silence must be addressed and effective communication
must be maintained. "Units of excellence" promote excellence and
employee loyalty. Collaboration is facilitated by clear hierarchy, and
decentralization is essential. The pandemic serves as an example
of criticism that emphasizes the system's crucial function.
Organizational theory provides instruments for system improvement
that take social and demographic issues into account.

Methodology: In order to evaluate healthcare systems objectively,

the paper applies organizational theory. The environment, culture,
social structure, physical structure, and technology are the five
variables that this theory examines while analyzing healthcare
systems. The surrounds, creation, and purpose of the organization
16 | P a g e
 are all thoroughly understood thanks to this research. It creates a
communication lexicon and provides a prism through which
healthcare systems can be imagined.

Findings: Organizational theory offers a comprehensive method for

starting assessments to improve current healthcare systems and
tailor them to meet the needs of all stakeholders in the targeted
ecosystem. It changes the nature of criticism and offers a chance to
deal with unforeseen healthcare issues in the long run. The author
reveals subtle but important difficulties such as resource reliance,
cultural conflicts, organizational silence, bureaucracy, hierarchy,
ethics, values, engagement, and burnout as she continues to
analyze healthcare organizations from the standpoint of
organizational theory.

14.
Organizational culture and organizational
commitment: the moderating effect of self-efficacy

Author: Julius Samuel Opolot, Charles Lagat, Stanley Kipkwelon

Kipsang and Yonah Katto Muganzi

Study and its uniqueness: This study investigates how

encouraging organizational commitment (OC) at Ugandan
universities helps keep valuable employees. It finds that an
employee's commitment to the university is highly influenced by
both OC and self-efficacy or confidence in one's abilities. This study
employs the Commitment-Valence-Fulfillment (CVF) framework,
which connects individual traits to domains of OC, to close a
research gap.

17 | P a g e
 Based on hierarchical regression analysis, the results show that
higher levels of self-efficacy among academic staff members
combined with a strong and supportive corporate culture result in
higher levels of commitment. Interestingly, the study shows that
self-efficacy is critical for realizing the full potential of a positive
culture since it modifies the relationship between OC and
commitment. These results expand researchers' and university
administrators' knowledge bases and advance our understanding of
OC within the CVF framework. In order to guarantee high levels of
staff commitment and retention, they emphasize the significance of
developing both a supportive culture and individual confidence
within Ugandan universities.

Methodology: Quantitative data from 572 academic staff members

across eight universities was collected using a cross-sectional
design. A basic random procedure was used to choose the sample.
SPSS version 23 was used to analyze the study data.

Findings: The results of the study show that self-efficacy and OC

have an impact on organizational commitment. Moreover, the
association between OC and organizational commitment is
moderated by self-efficacy.

18 | P a g e
 15.
Organizational culture and sustainability in Brazilian
electricity companies

Author: Darticléia Almeida Sampaio da Rocha Soares, Eduardo

Camargo Oliva, Edson Keyso de Miranda Kubo, Virginia Parente,
Karen Talita Tanaka

Study and its Uniqueness: This study investigates the relationship

between cultural profiles in the Brazilian electrical business and
sustainability reporting methods using GRI guidelines. Clan and
hierarchical cultures predominate, indicating stability and inward
concentration, according to the Cameron and Quinn paradigm.
While non-balanced cultures report less and place more emphasis
on additional economic performance, companies with balanced
cultural forces report sustainability more successfully, especially in
the economic and core performance areas. Companies can better
identify adjustments needed for improved reporting by having a
better understanding of cultural profiles. Enhanced
comprehensiveness can be achieved by focusing on balancing
forces. This study emphasizes the value of cultural understanding in
promoting strong sustainability reporting standards, despite several
constraints, such as generalizability and the subjective nature of
culture interpretation.

Methodology: The relationship between corporate culture and

sustainability reporting procedures was investigated in this study.
By employing a census technique, it first conducted surveys with all
38 companies and then concentrated on 7 of them for a more
thorough examination. Cultural force was determined by assigning
points, and cultural profiles were evaluated using recognized
frameworks and classified. The companies' 2012 GRI reports,
which are accessible to the public, provided the sustainability data.
The analysis process included determining cultural profiles, figuring
19 | P a g e
 out cultural balance, and looking at GRI reports from the
perspectives of balanced and unbalanced cultures. Despite the lack
of a clear statistical relationship, investigations revealed that
balanced cultures typically report on social, environmental, and
economic aspects more thoroughly. study illuminates the possible
impact of organizational culture on sustainability reporting methods
in the Brazilian electrical sector, notwithstanding sample size and
self-reported perceptions constraints.

Findings: First, the framework indicates which of the following

options—clan, adhocracy, market, or hierarchy—best describes the
organizational culture of a certain company. According to the
findings, the majority of the businesses had hierarchical
organizational cultures that prioritized formal work environments
and a strong demand for stability and control. Clans, which are
known for their lower levels of hierarchy, more casual settings, and
increased internal flexibility, were the second most common style of
organizational culture. Second, the study determined whether the
companies had strong (balanced) or non-balanced cultures by
combining the above results with the evaluation of the GRI
indicators in the sustainability reports of the companies. The total
value of the reported indicators was more strongly correlated with a
strong (balanced) culture than with a non-balanced culture,
according to the results.

20 | P a g e
Reference

1) Palumbo, R. and Douglas, A. (2024), "The secret ingredient?

Uncovering the effect of organizational culture on quality
management: a literature review", International Journal of Quality
& Reliability Management, Vol. 41 No. 1, pp. 195-
268. https://doi.org/10.1108/IJQRM-03-2023-0077

2) Strengers, J., Mutsaers, L., van Rossum, L. and Graamans,

E. (2022), "The organizational culture of scale-ups and
performance", Journal of Organizational Change Management,
Vol. 35 No. 8, pp. 115-130. https://doi.org/10.1108/JOCM-09-
2021-0268

3) Aboramadan, M., Albashiti, B., Alharazin, H. and Zaidoune,

S. (2020), "Organizational culture, innovation and performance: a
study from a non-western context", Journal of Management
Development, Vol. 39 No. 4, pp. 437-
451. https://doi.org/10.1108/JMD-06-2019-0253

4) Stasa Ouzký, M. and Machek, O. (2023), "Family firm

performance: the effects of organizational culture and
organizational social capital", Journal of Family Business
Management, Vol. ahead-of-print No. ahead-of-
print. https://doi.org/10.1108/JFBM-06-2023-0089

5) Alkhadra, W.A., Khawaldeh, S. and Aldehayyat, J. (2023),

"Relationship of ethical leadership, organizational culture,
corporate social responsibility and organizational performance: a
test of two mediation models", International Journal of Ethics and
Systems, Vol. 39 No. 4, pp. 737-
760. https://doi.org/10.1108/IJOES-05-2022-0092

21 | P a g e
 6) Piwowar-Sulej, K. (2021), "Organizational culture and project
management methodology: research in the financial
industry", International Journal of Managing Projects in Business,
Vol. 14 No. 6, pp. 1270-1289. https://doi.org/10.1108/IJMPB-08-
2020-0252

7) Karlsson, M., Karlsson, F., Åström, J. and Denk, T. (2022), "The

effect of perceived organizational culture on employees’
information security compliance", Information and Computer
Security, Vol. 30 No. 3, pp. 382-401. https://doi.org/10.1108/ICS-
06-2021-0073

8) Farashah, A. and Blomqusit, T. (2021), "Organizational culture and

cultural diversity: an explorative study of international skilled
migrants in Swedish firms", Journal of Global Mobility, Vol. 9 No.
2, pp. 289-308. https://doi.org/10.1108/JGM-11-2020-0072

9) Oliveira, M.F., Santos, E. and Ratten, V. (2023), "Strategic

perspective of error management, the role of leadership, and an
error management culture: a mediation model", Journal of
Economics, Finance and Administrative Science, Vol. 28 No. 55,
pp. 160-175. https://doi.org/10.1108/JEFAS-01-2022-0028

10)
Andersson, T., Linnéusson, G., Holmén, M. and Kjellsdotter,
A. (2023), "Nurturing innovative culture in a healthcare
organisation – Lessons from a Swedish case study", Journal of
Health Organization and Management, Vol. 37 No. 9, pp. 17-
33. https://doi.org/10.1108/JHOM-05-2021-0181

11)
Polo, F., Cervai, S. and Kantola, J. (2018), "Training culture: A
new conceptualization to capture values and meanings of training
in organizations", Journal of Workplace Learning, Vol. 30 No. 3,
pp. 162-173. https://doi.org/10.1108/JWL-01-2018-0024
22 | P a g e
 12)
Kucharska, W. (2021), "Leadership, culture, intellectual capital
and knowledge processes for organizational innovativeness
across industries: the case of Poland", Journal of Intellectual
Capital, Vol. 22 No. 7, pp. 121-141. https://doi.org/10.1108/JIC-02-
2021-0047

13)
Kaundinya, K.B. (2023), "Organizational theory – a three-
dimensional tool to analyze and enhance collaboration
in healthcare systems", Journal of Business and Socio-economic
Development, Vol. ahead-of-print No. ahead-of-
print. https://doi.org/10.1108/JBSED-09-2022-0105

14)
Opolot, J.S., Lagat, C., Kipsang, S.K. and Muganzi, Y.K. (2023),
"Organisational culture and organisational commitment:
the moderating effect of self-efficacy", Journal of Humanities and
Applied Social Sciences, Vol. ahead-of-print No. ahead-of-
print. https://doi.org/10.1108/JHASS-09-2023-0105

15)
Soares, D.A.S.d.R., Oliva, E.C., Kubo, E.K.d.M., Parente,
V. and Tanaka, K.T. (2018), "Organizational culture and
sustainability in Brazilian electricity companies", RAUSP
Management Journal, Vol. 53 No. 4, pp. 488-
506. https://doi.org/10.1108/RAUSP-07-2018-0038

23 | P a g e