CORPORATE CULTURE AND ORGANISATIONAL PERFORMANCE OF CONSUMER GOODS COMPANIES IN

NIGERIA: AN EXPLORATORY APPROACH

Akinlabi, B. H., Asikiah, O. U., & Ajala, P. O.

 Vol. 8, Iss. 4, pp 232 – 252. October 13, 2021. www.strategicjournals.com, ©Strategic Journals

CORPORATE CULTURE AND ORGANISATIONAL PERFORMANCE OF CONSUMER GOODS COMPANIES IN

NIGERIA: AN EXPLORATORY APPROACH

1
Akinlabi, B. H., 2 Asikiah, O. U., & 3 Ajala, P. O.

1,2,3
Department of Business Administration & Marketing, Babcock University, Ilishan-Remo, Ogun State,
Nigeria

Accepted: October 9, 2021

ABSTRACT

The culture of the organization is the characteristic and observable personality that has originated from each
organization. Businesses such as Apple, Google or General Electric names reflect the taste of their
workplaces, their personality, the unwritten contact protocol, and the principles of the company. Although
some may think of corporate culture as a product of the individuals and processes of the organization,
something that cannot be managed or quantified, the fact is that corporate culture is unexpectedly
observable. It can be built and leveraged purposefully. It affects productivity and the commitment of
employees. It controls revenue rates and influences the efficiency of companies and affects profitability.
Corporate culture differentiates the businesses that are highly competitive from all the others. It can be a
strategic, strong advantage. The culture of organizations is often different, but consistently, the major
winners are the organizations that make culture a priority. This paper discussed some of the general culture
definitions, various theories underpinning the concept and the outcomes of various studies. Also, it looked at
how the culture of the firms in consumer goods sector in Nigeria influences their innovation strategies. The
paper also explained the impact of trends and innovations on the performance of the organisation and the
relationship between the organization structure and culture. Area for further research was also
recommended.

Keywords: Corporate culture, Organisational performance, Food and beverages, Nigeria

CITATION: Akinlabi, B. H., Asikiah, O. U., & Ajala, P. O. (2021). Corporate culture and organisational
performance of consumer goods companies in Nigeria: an exploratory approach. The Strategic Journal of
Business & Change Management, 8 (4), 232 – 252.

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 INTRODUCTION Ouma (2016) reports that consumer’s goods
Organisations go through stages of developments companies in Kenyan are facing increasing
and therefore have a keen interest to evaluate their challenges posed by a competitive, turbulent and
level of performance at every stage. A careful dynamic business environment. This has led to
observation of organisations reveals diverse disruptive changes that have forced businesses to
discrepancies like organisational outcomes, hence re-evaluate their course of activities to survive. To
the need to properly understand the environment develop and sustain a superior competitive
in which they operate and the factors responsible advantage, these firms have resorted to managing
for growth and performance (Waseem & Loo-See, their knowledge resources (Adzeh, 2017). This also
2018). Research has shown that the consumer includes processes that enhance consumer
goods sector globally has experienced different knowledge and dynamics and ensures the usage of
efforts at improving the performance of the firms such data to make informed decisions. The
that operate in it (Ho, Ahmad & Ramaya, 2016; consumer goods sector in Kenya is the third leading
Hosseinini, Soltani & Mehdizadeh, 2018). The sector contributing about 10% to the Gross
movement from analogue to digital processes in the Domestic Product in Kenya. This has a direct impact
production and selling of consumer goods around on the economic growth of the nation. However,
the world has paved the way for keen competition the performance of consumer goods sector has
for resources as well as customers to enhance been on the decline for a considerable period and
performance. The consumer goods sector has been its contribution to the country’s Gross Domestic
of utmost importance due to their contribution to Product has remained stagnant at 10% since
mass employment, foreign investment and gross independence (Ho et al, 2016). Furthermore, its
domestic product (GDP). However, despite the growth rate has decelerated from an expansion of
importance of this sector, consumer goods 3.4% in 2011 to a growth rate of 3.1% in 2012.
companies have been stricken with poor Increased globalisation and competition from both
performance evident in low output/productivity domestic and international countries, integration of
and loss of revenue (Doran & Ryan, 2014). Also, traditional consumer goods, increase in innovative
they have been plagued with poor organisational techniques, the use of information and knowledge
performance coupled with a loss of trust and to improve supply chain management and growth
reliance from customers due to health implications of national markets have presented both threats
(Cooper & Nakanishi, 2014). Carminchael, Fenton, and challenges to this sector (Hosseinini et al,
Pinilla-Roncancio, Sing and Sadhra (2014), pointed 2018). To enhance the growth of the consumer
out that Canadian consumer goods businesses goods sector, the Kenyan government created
accounted for 1.1 million employees and more than objectives to feature as a major part of the
88,000 locations across the country with an government’s Vision 2030 economic development
estimated $71 billion in sales, representing around plan to transform Kenya into a middle-income
4% of the country’s overall economic activity. country. The government’s goal is for consumer
Despite the importance of this sector’s contribution goods to account for 20% of the Gross Domestic
to the country’s GDP, there has been a consistent Product by 2030 (KES, 2016).
decline in performance in terms of productivity,
Mugo, Musonge and Sakwa (2016) report that
declining market share and loss of profitability. As a
various organisations are under pressure to
result of poor management, lack of creativity and
improve the quality of their performance, hence
poor management of knowledge in some
there has been a struggle in different angle to keep
companies in this region, this has led to the
up with the competition in Ghana. Advancement in
shutdown of some consumer goods companies in
technology, changes in the competitive landscape,
Canada. (Cheng, Yang, & Sheu, 2014).

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 leadership peculiarities and issues with innovation The lockdown of major cities in Nigeria and the
all combine to impact on how Ghanaian firms fight recent foreign exchange devaluation due to the
for survival and eventual performance. With issues decline in crude oil prices resulting from the COVID-
such as globalisation, and internationalisation, 19 pandemic have had an effect on all sectors in
competition is becoming keener in similar Nigeria. The effect on consumer goods has been
industries, it becomes imperative for Ghanaian mixed, as food and beverage & pharmaceutical
firms to look for alternative measures to ensure players have been listed as suppliers of critical
improved performance (Amanposa, 2018). products and services that are permitted to
continue to function throughout the crisis.
The consumer goods sector is one of the main
sectors of the Nigerian manufacturing industry The resilience of the culture of companies in the
(KPMG, 2020). It is primarily defined as companies consumer goods industry come to play during the
that supply low-cost goods which are in constant pandemic, as some of the main players adopted
high demand. Products that are classified under the implemented health and safety plans to ensure the
consumer goods banner include food and safety and welfare of the employees and
beverages, home and personal care, deployment of necessary technologies and
pharmaceuticals. guidelines to assist with remote work (KPMG
report, 2020).
The NBS Foreign Trade in Goods Statistics (Q4 2019)
report revealed that the Food, Beverage and Due to the rapid level of competitive rivalry, firms
Tobacco subsector contributes about 5% of are imperatively conscious of what, why, when,
Nigeria's Gross Domestic Product (GDP). This where and how they can best characterise and
demonstrates the importance of the sector to the achieve their set purpose and goal. It is believed
Nigerian economy. The Nigerian Stock Exchange once the goals are clearly stated, then it becomes a
(NSE) market capitalization report for December challenge for the firms to identify the kind of
2019 also highlights the significance of the sector as culture that can be adopted and integrated towards
it accounts for 17 per cent of the overall value of the realisation and attainment of the competitive
the NSE equity. From a retail viewpoint, the advantage (Oguntade, 2015).
consumer goods market is sometimes referred to as
a low margin – high-volume game. Seeing as profit LITERATURE REVIEW
margins are typically very thin, companies operating Corporate Culture
in the sector usually employ a strategy aimed at Organisational culture often referred to as
driving top-of-the-line sales and increasing market corporate culture (Deal & Kennedy, 1982; Kotter &
share. There is little differentiation of products, Heskett, 1992), refers to the adopted values,
resulting in intense market competition, which beliefs, and assumptions of the employees of an
sometimes translates into 'price war.' In order to organisation. Although there is no consensus on the
improve profitability, consumer goods firms seek to definition of corporate culture, most authors
drive customer satisfaction and product agreed that corporate/corporate culture referred to
differentiation through a variety of strategies. Many something holistic, historically determined (by
with winning strategies and quality products are founders or leaders), related to things
able to achieve higher price points across product anthropologists study (like rituals and symbols),
portfolio. However, given the price war and the socially constructed (created and preserved by the
unwillingness of these businesses to pass cost group of people who together form the
increases to consumers, it is crucial for players to organisation), soft, and difficult to change. For this
control production costs in order to retain healthy research, corporate culture is defined as the
product margins. collective programming of the mind that

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 distinguishes the members of one organisation perceived to be a strength or a burden depends on
from another. This includes the shared beliefs, management subscription and maintenance of
values, and practices that distinguish one cultural standards. Ever since corporate culture was
organisation from another (Hofstede, 1980). It is first recognized as a clear-cut component of
worth wondering what constitutes corporate corporate success, executives and managers have
culture, whether we can observe and measure the sought to turn this value into a source of
patterns of beliefs, rules and behaviour or practices competitive advantage. Corporate change can only
of the members in the organisation, and how visible be fashioned or identified as how hierarchical
corporate culture is. management structure reacts towards a more
egalitarian approach. The appropriate control and
Corporate culture includes the norms that the
proper management can motivate to promote
members of an organization experience and
corporate culture (Fernandes-Richards, 2005).
describe as their work settings (Schneider, Ehrhart
& Macey, 2013). Such norms shape how members The term culture is defined as a pointer of the
behave and adapt to get results in the organization. message which is understood about how to behave
Corporate culture is how the members of an around a particular society or organisation. As
organization interact with each other and other human beings, we can adjust and fit into the
stakeholders (Simoneaux & Stroud, 2014). communities of which we are fellows. This is
Corporate culture is a set of values, beliefs, and essential if we are to become acknowledged
behavior patterns that differentiate one socially, and in the case of an employee if we are to
organization from other organizations (Ortega-Parra keep our job. Employees pick up these messages
& Sastre-Castillo, 2013). King (2012) defined about expected behaviour and adjust their own
corporate cultures as a system of values that accordingly. Those who cannot or will not adjust
subconsciously and silently drives people to make tend to either leave of their own free will or be
each choice and decision in the organization. ejected. Meanwhile, culture can be described as the
Business managers use corporate culture and characteristic way in which work is done in different
corporate culture interchangeably because both organisations (Taylor, 2007). There is a growing
terms refer to the same underlying phenomenon need for an organisation to be responsive and
(Childress, 2013). competitive or else culture can react as a liability.
This requires that the capability of soft assets
Corporate culture is the set of shared values,
(people) and hard assets (plant) be managed
beliefs, and norms that influence the way
effectively. Moreover, Abass and Mesch (2015)
employees think, feel, and behave in the workplace
define culture as the collective programming of the
(Schein, 2011). Corporate culture has four
mind that distinguishes the members of one
functions: gives members a sense of identity,
category of people from those of another.
increases their commitment, reinforces corporate
Furthermore, his cultural values framework is
values, and serves as a control mechanism for
developed using data from over 88,000 employees
shaping behaviour (Quick & Nelson, 2011).
from 72 countries. This leads to the initial
Corporate culture facilitates the acceptable solution
identification of four cultural dimensions, which
to know the problems, which members learn, feel
later are expanded to five. The first is individual
and set the principles, expectations, behaviour,
collectivism which relates to the integration of
patterns, and norms that promote a high level of
individuals into primary groups, and the degree
achievements (Marcoulides & Heck, 2016).
upon which individuals look after themselves while
Corporate culture is very important because it goes
in the group.
a long way to determine the way things are being
done in the organisation. Whether culture is

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 The second one has to do with power distance Business managers use a corporate culture to
which has to do with the extent to which people differentiate their company from other companies
accept inequality in power among its institutions (Weber & Tarba, 2012). Apple Inc, the International
and people. Furthermore, we see uncertainty Business Machines Corporation (IBM), and Hewlett-
avoidance which links to the levels at which society Packard Corporation (HP) exist on similar
feel uncomfortable with a lack of structure and technology and same operating environment, but
ambiguity. As well there is masculinity and these companies have different corporate cultures
femininity which entails the extent to which a (Schein, 2010). The Apple culture includes
society considers the dominant values to be producing simple, elegant, and innovative products
masculine in nature. Finally, long-term orientation (Toma & Marinescu, 2013). Priorities in HP culture
and short-term organisation which has to do with are employees’ autonomy and creativity (Childress,
the development of value where deferred 2013).
gratification is accepted and order is observed
Characteristics of corporate culture:
versus a society where immediate satisfaction is
If culture is a system of common understanding to
desired and results are expected quickly (Ergeneli,
know the members of an organization, a system is
Gohar & Temiebekova, 2007; Kirkman, Lowe &
composed of a set of core features that they valued
Gibson, 2006).
the organization or their values. These 10
The way of doing things or carrying out activities in properties consist of:
an organisation has a bearing on the performance
1 - Personal creativity: responsibility, freedom and
of the organisation. For instance, if the culture of
independence of the individual.
the organisation is such that embraces the value of
people and their contributions to corporate 2 - Risk Disclosure: The amount of money people
development, then intellectual capital may be are encouraged to take initiative, to work and
valued to a great extent. This is so because it will ambition to make risky.
help to channel the activities of the organisations
3 - Leadership: the extent to which the objectives
most especially in a knowledge-based economy.
and functions that are expected to be made clear.
This will help to ensure that all intangible resources
which include human, structural, social and spiritual 4 - Integration: the extent or degree to which units
capital are channelled effectively to improve the within an organization to act in a coordinated way.
performance level of the organisation. Corporate
5 - Management support: the extent or degree to
culture has been characterised by many authors as
which managers communicate with their
something to do with people and the unique quality
subordinates, they will help and support them.
and style of the organisation (Kilman, 1985). This
study adopts the definition of Hofstede (1980). 6 - Control of regulation and supervision on the
According to Hofstede (1980), corporate culture behaviour of individuals who direct the managers to
refers to the collective programming of the mind apply.
that distinguishes the members of one organisation
7 - Identity: The degree to which individuals or
from another. This includes shared beliefs, values
entire organization (not a band or special field or
and practice that distinguish one organisation from
person that has proficiency them) to represent the
another. The beginning of formal writing in an
nation.
corporate culture started with Petigrew (1979). He
introduced the anthropologist concepts like 8 - Reward system: the extent or degree to which
symbolism, myths, and rituals that could be used in the bonus reward allocation practices, and
corporate analysis. promoting employees based on performance

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 indicators is not based on history, party games and sense of ownership, and responsibility (Han, 2012;
as indicators of the. Murphy et al., 2013).

9 - Conflict reconciliation: With the amount or In adhocracy or an entrepreneurial culture,

degree to which people are encouraged to build organization members may require clarification for
and open conflict are obvious criticisms. their job assignments including the importance and
impact of the assignment to achieve organizational
10 - Pattern of relation: amount or degree of goals (Veiseh et al., 2014). The values and
corporate communication is limited to the formal
assumptions of adhocracy culture include (a)
hierarchy of needs (Flamholtz & Randle, 2012). growth, (b) risk taking, (c) creativity, (d) diversity,
Types of Organizational Culture (e) independence, and (f) adaptability (Hartnell et
Four types of organizational culture include (a) clan al., 2011). In adhocracy culture, business managers
culture, (b) adhocracy culture, (c) hierarchy culture, allocate more resources for research and
and (d) market culture (Fiordelisi, 2014; Sok, development, and they encourage employees’
Blomme, & Tromp, 2014; Wiewiora, Murphy, involvement in creative and innovative research
Trigunarsyah & Brown, 2014). Clan or supportive activities (Sok et al., 2014).
culture contains an employee-oriented leadership, In adhocracy culture, innovation and creativity are
cohesiveness, participation, and teamwork (Han, important to enhance productivity and to improve
2012). Adhocracy or an entrepreneurial culture services in the organization. The ultimate result of
includes innovative, creative, and adaptable adhocracy culture is innovation and change
characteristics (Veiseh et al., 2014). Sok et al. (2014) (Fiordelisi, 2014). Research evidence in the area of
defined hierarchy culture as a combination of rules organizational culture show the existence of a
and regulations to control activities in the positive relationship between adhocracy culture
organization. Market culture includes competition and innovative entrepreneurial orientation (Engelen
and organizational goal achievement (Pinho et al., et al., 2014). Other research findings also showed
2014). the existence of a positive relationship between
The assumption and values of clan culture include adhocracy culture and financial effectiveness in the
human affiliation, collaboration, attachment, trust, long-term (Hartnell et al., 2011).
loyalty, and support (Fiordelisi, 2014). In a clan In hierarchy culture, business managers give priority
culture, managers need to act in a democratic in establishing effective control systems throughout
manner to inspire and motivate employees to the organization. In hierarchy culture, organization
establish a culture of excellence in the organization members follow the rules and regulations, and each
(Miguel, 2015). An interpersonal relationship is activity set with pre-defined procedures and rules
active in the effective organizational culture. (Hartnell et al., 2011).
Organization members behave appropriately and
Hierarchy culture includes clear communication
develop a sense of ownership when they have trust
channels, stability, consistency, and reinforcement
in, loyalty to, and ownership in the organization
(Fiordelisi, 2014). The final goal of hierarchy culture
(Nongo & Ikyanyon, 2012). Clan culture includes
is efficiency and effectiveness. Study findings
teamwork, participation, employee involvement,
showed the existence of a negative relationship
and open communication (Pinho et al., 2014). In a
between hierarchy culture and financial
clan culture, business managers encourage
performance (Han, 2012). Other research findings
teamwork and employee empowerment (Yirdaw,
also showed the existence of a negative relationship
2014). The ultimate goal of clan culture is improving
between hierarchical culture and customer
employee performance through commitment,
integration (Cao et al., 2015). In a competition

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 culture, organizational members have clear performance is a multidimensional concept, it seeks
objectives to increase their reward through market to measure companies’ achievement of the
achievement (Han, 2012). Competition culture objectives proposed for different stakeholders in a
includes (a) gathering customer and competitor given period (Richard et al., 2009).
information, (b) appropriate goal setting, planning
Measuring organisational performance was in the
and decision-making, and (c) task focus leadership.
past limited more or less on financial measures in
Competition culture also contains market
the form of revenue, profit, net operating income,
aggressiveness and achievement.
Return on Assets (ROA), Return on Equity (ROE),
The competition culture includes open Return on Sales (ROS) and other mostly revenue
communication, competition, competence, and and profit related measures. Although very practical
achievement (Miguel, 2015). In competition culture, and useful, traditional financial measures cannot
business managers focus on external effectiveness create advantages for the organisation in an
through market control and secure competitiveness intensely competitive environment (Liu, Wu &
through market achievement. Miguel (2015) noted Chen, 2010). New organisational concepts
that business managers must have knowledge of demanded additional measurement information for
their clients and market priority to survive in the managers to make proper decisions and for a
competitive market. In a competition culture, shareholder to properly evaluate company
business managers must maintain customer-driven performance. New financial and especially non-
leadership because the priority in competition financial information in measuring performance
culture is customers’ satisfaction (Han, 2012). became more or equally important and provided
added value to stakeholders, non-financial
Organisational Performance
information such as intellectual capital and social
Organisational performance can be simply defined
responsibility as well as the promotion of
as a company’s results and achievements compared
organisational knowledge level (Liu, Wu & Chen,
to goals and objectives (Richard, Devinney, Yip &
2010). Organisational performance is a concept that
Johnson, 2009). Cho and Dansereau (2010) define
measures a firm’s position in the marketplace and
organisational performance about the
the firm’s ability in meeting its stakeholders’ needs
organisation’s goals and objectives. Tomal and
(Lo, Mohamad, Ramayah, & Wang, 2015). According
Jones (2015) refer to organisational performance as
to Slack, Chambers, and Johnston (2010), employee
the actual results or outputs of an organisation as
performance can be known as the degree to which
measured against that organisation’s intended
the operation fulfils the performance objectives the
outputs. Organisational performance reflects the
primary measures and meets the needs of the
way an organisation takes advantage of tangible
customers that is secondary measures (Slack,
and intangible resources to achieve its goals
Chambers, & Johnston, 2010).
(Hunger & Wheelen, 2012) and the culmination of
an organisation’s working process and activities. Different organisations use various types of
Nnabuife (2009) defines organisational measurement to evaluate performance, the most
performance as setting up a structure or mending commonly used today includes financial and non-
an already existing one to suit the organisational financial performance indicators (Hilman, &
environment and the demands of technology. Kaliappen, 2014). Many researchers have employed
Moullin (2007) identified organisational a more balanced approach to performance
performance as, a measure which is used by measurement by including both financial
organisations so that they can manage their performance and non-financial performance
efficiency well, and deliver their worth to measures (Ho, Ahmad, & Ramayah, 2016). Financial
shareholders and clients. Since organisational performance has been seen by many as the

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 ultimate aim of any company and it reflects how To be successful and remain in business, both
well a company uses its assets to generate revenues profitability and growth are important and
(Chen, Tsou, & Huang, 2009). On the other hand, necessary for a company to survive and remain
nonfinancial performance measures refer to attractive to investors and analysts. It is agreed that
longterm operational objectives of a company or, in profit and growth are relevant motives for the
other words, future performance indicators that are existence of a business firm and must therefore be
not presentable by contemporary financial included in any framework to measure performance
measures (Blazevic & Lievens, 2004; Prieto & (Santos & Brito, 2012). In measuring financial
Revilla, 2006). performance, it is the view of Filser, Eggers, Kraus,
& Málovics (2014) to integrate both the financial
Financial performance relates to data presented in
performance and growth aspects of performance
financial Statements and accompanied notes
since they are both different aspects of
(Hamdam, Pakdel & Soheili, 2012) such as
performance each of which reveals different
profitability, sales growth, return on sales, return on
important and unique information. Santos and Brito
investment, and return on equity (Zehir, Can &
(2012) believes that superior financial performance
Karaboga, 2015). Nonetheless, Falshaw, Glaister,
is a way to satisfy investors and can be represented
and Tatoglu (2006) claim that financial measures of
by profitability, growth and market value where
performance only capture one part of
profitability measures the ability of a firm in the
organisational performance. This is supported by
past to generate returns and growth demonstrates
(Garg & Ma, 2005) who advocated the movement
its ability in the past to increase its size. However,
toward recognizing non-financial measures, given
researchers have pushed forward the case of
that they focus on a firm’s long-term success (Avci,
growth as the most important measure of firm
Madanoglu & Okumus, 2011). Non-financial
performance mainly because it is more accurate
performance relates to the organisation’s effective
and easily accessible more than pure accounting
marketing activities and can be evaluated through
measures (Wiklund and Shepherd, 2005).
customer loyalty, customer satisfaction, market
share, quality, new product development, and so on According to Harrison and Wicks (2013), the
(Shah, & Dubey, 2013; Zehir, Can & Karaboga, concept of organisational performance is beyond
2015). These measures offer an alternative financial measurements and broaden the definition
perspective on performance and are key behaviours of value and expand the list of parties who are
for supporting the achievement of positive financial interested in the fortunes of the firm. They argue
performance (Wang, Bhanugopan, & Lockhart, that the varied interests of this coalition of
2015). stakeholders will determine the factors that the
management of the firm has to pay attention to. It
A multi-dimensional measure of firms’ performance
is in the satisfaction of the interests of these
may include traditional accounting indicators such
stakeholders that the firm can be adjudged as a
as sales growth, market share, and profitability
success or a failure and that multiple measures of
aspiration levels. Lumpkin and Dess (2008) also
firm performance are superior to just one (that is,
considered some non-financial issues like
financial returns). They claim that creating
company’s reputation, public image and goodwill
processes for engaging stakeholders, and
and the commitment and satisfaction of employees
understanding value creation from their
which may be important to new entrants. Wiklund
perspective, is critical to firm performance and the
and Shepherd (2005) believed that performance
ability of the firm to remain a successful and vibrant
measures of three key performance indicators-
business in the future. In this study, market share,
gross profit, return on asset (ROA) and return on
sales, growth, profitability, organisational
investment (ROI) in measuring firm performance.

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 effectiveness and competitive advantage will be to the organization because committed employees
considered as measures for organisational may perform their task efficiently and deliver their
performance. responsibility effectively (Nongo & Ikyanyon, 2012).
Empirical Review Tseng (2010) reported a significant positive
Studies focused on assessing the influence of the influence of adhocracy and hierarchical cultures on
different types of corporate culture on performance performance. Similar results were obtained by
have reported mixed findings. Naor, Goldstein, Calciolari, Prenestini, and Lega (2018). However,
Linderman and Schroeder (2008) found a positive Fekete and Bocskei (2011) established that clan and
relationship between culture, infrastructure and adhocracy cultures were significant positive
performance. Also, Aguayo (2012) reported a strong predictors of performance. They demonstrate that
relationship between culture and performance. hierarchical culture has a negative influence on
Sturman, Shao and Katz (2012) in his finding financial performance. Zhang and Zhu (2012) found
indicated that cultural factors have a direct contrary evidence concerning hierarchical culture
influence on the profitability of voluntary turnover but reported a significant positive impact of both
and influence performance, meaning a positive adhocracy and market cultures on performance.
linkage between culture and with turnover and Morgan and Vorhies (2018) support the indirect
performance. Ngwiri (2016) in his study established positive link between market culture and market
that performance was closely associated with the performance through customer satisfaction.
strategy and the culture of the organisation. The However, they explain that market culture has a
organisation has a strategic plan that guides them direct positive effect on financial performance and
which is operationalized and institutionalized indirect influence through innovation. Choi, Seo,
making implementation flawless. The cultures of Scott and Martin (2010), who argue that all types of
the organisation and the values that guide the culture are important predictors of performance,
organisation have also led to a better performance Chatman, Caldwell, O’Reilly and Doerr (2014)
of the firm. From the analysis of the findings, it was conclude that all the four types of organisational
noted that strategy implementation was not always culture based on CVF has a significant positive
a smooth process but a process that was faced with influence on performance.
different challenges. The strategy was implemented
Kamau and Wanyoike (2019) concluded in their
by all employees in the organisation. It was broken
study that there exists a strong positive correlation
down, simplified for all employees to understand
between corporate culture and Organisational
and cascaded to the different employees.
performance. Additionally, Joseph and Kibera
Research findings in the area of organizational (2019) in their study demonstrated that
culture showed how clan culture positively relates Organisational culture has a significant influence on
to organizational performance (Han, 2012; Man & non-market performance. Thus, market culture is
Luvision, 2014; Murphy et al., 2013). By contrast, inversely associated with debt/equity ratio and
Givens (2012) argued that clan culture includes organisational culture is a major source of
employee relation issues instead of improving sustainable competitive advantage in firms.
efficiency and effectiveness in the organization. Conversely, Cegarra-Navarro and Rodrigo-Moya
Kotrba et al. (2012) compromised both views, (2007) reported a negative association between the
supporting the clan culture’s indirect role in culture of these two sectors and market orientation
improving performance and they acknowledge the to performance. Based on the above review on
clan culture’s direct role in improving efficiency and culture, it can be seen that the influence of culture
effectiveness. In a clan culture, business managers on Organisational processes is based on the context
encourage employee engagement and commitment and nature of the organisational structure.

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 Fusch and Gillespie (2012) indicated that developing culture on organizational performance (Unger et al.,
a positive workplace culture leads a performance 2014).
improvement in the organization. Organizational
Theoretical Review
culture is an important determinant factor for
organizational performance (O’Reilly et al., 2014). Hofstede's Cultural Dimensions Theory (1980)
Uddin et al. (2013) confirmed the existence of a Cultural Dimensions Theory was introduced by
strong relationship between organizational culture Geert Hofstede's (1980). The theory is probably the
and organization performance. Childress (2013) also best known and most quoted approach that relates
noted that an organizational culture does affect to business organisations. Geert Hofstede
organizational performance positively or negatively. introduced six dimensions of national cultures:
Unger et al. (2014) found the existence of a positive Power distance, uncertainty avoidance,
relationship between corporate culture and individualism/collectivism, masculinity/femininity,
financial performance. In another empirical long/short term orientation, and
research, Flamholtz and Randle (2012) found 46% of indulgence/restraint. According to him: Power
corporate earnings affect by organizational culture distance, related to the different solutions to the
effectiveness. However, Berg and Wilderom (2012) fundamental challenge of human disparity;
argued that the organizational culture might affect uncertainty evasion, related to the level of stress in
performance, where the change is a longer time a society in the face of an indefinite future;
interval showing the effects of culture on financial Individualism versus collectivism, associated with
performance. the incorporation of individuals into primary
groups; Masculinity versus femininity, related to the
Business managers use the term organizational
separation of emotional roles between women and
performance to express an action undertaken in the
men; long term versus short term orientation,
organization and an outcome to show
associated with the choice of focus for people's
organizational performance that reflects outputs.
efforts: the future or the present and past—
When business managers use organizational
indulgence versus Restraint, related to the
performance to express action, organizational
gratification versus control of basic human desires
performance is the ability to execute tasks in the
to enjoy life.
organization by its members (Uddin et al., 2013).
Managers may use action performance to measure Despite the popularity of the cultural dimensions
with high, medium, or low scales. When business theory, the theory has been heavily criticised by
managers use organizational performance to Baskerville (2003); Brewer, & Venaik (2012);
express an outcome, organizational performance is Gerhart & Fang (2005); Hoecklin (1996),
the output or results of an organization including McSweeney (2002a); McSweeney (2002); Phatak,
productivity, profitability, and growth (Carter & Bhagat & Kashlak (2005); Steers (2005); Venaik &
Greer, 2013). The output may measure against its Brewer (2013) who argued that Hofstede's claims
intended goals and objectives. Berg and Wilderom about the role of national culture indicate too much
(2012) identified five factors to measure the impact determinism that might be linked to fundamental
of organizational culture on organization flaws in his methodology. It shows that his
performance. The factors include (a) employee dimensions are not that widely used in the social
empowerment, (b) external emphasis, (c) sciences of sociology and anthropology due to the
interdepartmental collaboration, (d) human following reasons: the theoretical frame of
resource orientation, and (e) the performance Hofstede's research, the equation of nation-states
improvement tendency. These factors are with cultures, the use of matrices, and the
important to measure the impact of organizational adherence to the importance of observation by
participant observers (Brewer, & Venaik, 2012).

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 Furthermore, the relationship of Hofstede's most important indicators of organizational
dimensions to other national data is discussed as a effectiveness. Cameron and Quinn 1999 have
weak point and questions their validity (Gerhart & proposed an order including the four structures
Fang, 2005). now broadly utilized for culture review and
correlation purpose- Clan, Hierarchy, Market, and
Though the theory was widely criticised, Hofstede's
Adhocracy. The OCAI model is used to identify the
cultural dimensions theory has won the admiration
organizational culture prevailed in the organisations
of researchers such as Dowling, Festing & Engle
and categorize the results under four factor model
(2008); Kwon (2012); Leung, Bhagat, Buchan, Erez
against Internal vs. External and Flexibility vs.
&Gibson, (2005); Minkov (2011). The researchers
Stability. The OCAI Model consists of twenty-four
argued that National culture has been shown to
statements classified under six dimensions like
impact on major business activities, from capital
Dominant Characteristics, Organizational
structure to group performance and that cultural
Leadership, Management of Employees,
awareness can lead to the tremendous success of
Organizational Glue, Strategic emphases and
international business ventures and absence of it
Criteria of success.
can just as well lead to their let-down (Dowling et
al., 2008). More so, it appears that Hofstede's Consequent research (Deshpandé et al. 1993; Moll
cultural dimensions are still relevant today, and Wlach 2003) takes into account the
maintained by the recent events. It can be resolved accompanying extension on these culture types.
thus, that cultures have diverse learned values and Quinn and Cameron 1983 additionally built up an
norms which can control actions and play a evaluation instrument utilizing the Competing
momentous role in influencing business outcomes Values Framework as a method for deciding the
(Minkov, 2011). More so, Hofstede developed relative significance of cultural traits within an
national cultural profiles to compare cultures and organization and establish the organization’s
highlight cultural differences; this provides a useful dominant culture type characteristic furthermore,
tool to evaluate what to expect when entering into general culture profile as far as the four social
a new culture and which value differences will be structures specified above and six key
relatively more pronounced (Minkov, 2011). More measurements of organizational culture: i)
reasons why leaders or managers have absolute Dominant Characteristics: The level of collaboration
power. Besides, the cultural dimensions theory will and sense of belonging, level of innovativeness and
be an explanatory tool because it will help to put dynamism, focus on goals and competition,
into perspective the findings of studies that adopt it dependence upon frameworks and accentuation on
as they relate to organisational culture and effectiveness. (Igo & Skitmore 2006) ii)
different organisational outcomes. Therefore, the Organizational Leadership: Leadership style and
justification for using including this theory in this approach that pervades the organization. In prior
review is that it explains how national culture is the research, Quinn and Rohrbaugh 1981 portrayed
source of organisational culture and helps to eight ostensible classes of leadership and later
interpret findings on organisational culture. This fused these into the OCAI audit process. The parts
implies that the culture of an organisation distinguished were the mentor, facilitator,
sometimes will depend on the culture of the nation innovator, broker, producer, director, coordinator,
or country where that organisation is located. monitor (Igo & Skitmore 2006) iii) Management of
Employees: How workers are dealt with, level of
The Competing Value Framework Dimensions
discussion, participation, and consensus, working
Quinn, Rohrbaugh brings the concept of the
conditions (Igo & Skitmore 2006) iv) Organizational
competing value framework which is a traditional
Glue: Consists of constituents that hold the
model established from the study conducted on the

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 organization together such as unity and teamwork, (Akanji, Mordi, Ituma, Ekwueme, Adisa & Ajonbadi,
loyalty and commitment, entrepreneurship and 2020).
flexibility, rules and policies, goal orientation and
The study revealed the importance of corporate
competitiveness. (Igo & Skitmore 2006) v) Strategic
culture in stimulating corporate performance in
Emphasis: Organizational strategy drivers; long-
consumer goods companies in Nigeria because they
term development of human capital, innovation,
provide the means to structure the work process.
stability and competitive advantage, growth and
Therefore, managers should ensure that the
acquisition, achievement of goals. (Igo & Skitmore
corporate culture is conducive to fostering
2006) vi) Criteria for Success: How is success
interconnected employee-management relations.
defined and who gets rewarded profits, market
Companies that include workers in decision-making
share and penetration, sensitivity to customers and
and encourage their growth have an advantage
concern for people, development of new products
over companies where employees feel ignored.
and services, dependability and optimum cost. (Igo
& Skitmore 2006). Also, employees should be given adequate
incentives. These should not be limited to monetary
CONCLUSION rewards, but should include acknowledgement of
Like the society in general, Nigeria corporate culture their contribution and opportunities to achieve
is hierarchical, so centralization is popular, individual goals and aspirations. Finally, both
subordinates expect to be told what to do and the employees and managers should be trained to
ideal boss is a benevolent autocrat. It is also a boost performance and thereby productivity.
collectivistic, as offence leads to shame and loss of
The study was limited by the fact it is a conceptual
face, employer/employee relationships are
review, future quantitative research could offer
perceived in moral terms (like a family link), hiring
further empirical evidence on the nexus between
and promotion decisions take account of the
corporate culture and performance of consumer
employee’s in-group, management is the
goods companies in Nigeria. Also, future researcher
management of groups. In addition, it is a
can study the impact of the emergence of artificial
masculine, corporate culture is driven by
intelligence and the further digitalization of
competition, achievement and success, with
organizations, on corporate culture.
success being defined by the winner / best in field

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