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Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes

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  • Gregory, Brian T.
  • Harris, Stanley G.
  • Armenakis, Achilles A.
  • Shook, Christopher L.

Abstract

That organizational culture influences firm effectiveness is an assumption implicitly held by many managers and management researchers, although few empirical studies have provided detailed insight into the relationship. This manuscript addresses this dearth of research by examining employee attitudes as a potential mediator of the relationship between organizational culture, as operationalized by the competing values framework [Quinn, R.E., Beyond Rational Management. San Francisco: Josey-Bass; 1988.], and diverse measures of organizational effectiveness. Results of this study, which was conducted in 99 healthcare facilities across the US, provide evidence that suggests that employee attitudes mediate the culture-effectiveness relationship.

Suggested Citation

  • Gregory, Brian T. & Harris, Stanley G. & Armenakis, Achilles A. & Shook, Christopher L., 2009. "Organizational culture and effectiveness: A study of values, attitudes, and organizational outcomes," Journal of Business Research, Elsevier, vol. 62(7), pages 673-679, July.
    • Handle: RePEc:eee:jbrese:v:62:y:2009:i:7:p:673-679
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    References listed on IDEAS

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    1. Robert E. Quinn & John Rohrbaugh, 1983. "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science, INFORMS, vol. 29(3), pages 363-377, March.
    2. Daniel R. Denison & Aneil K. Mishra, 1995. "Toward a Theory of Organizational Culture and Effectiveness," Organization Science, INFORMS, vol. 6(2), pages 204-223, April.
    3. William H. Glick & George P. Huber & C. Chet Miller & D. Harold Doty & Kathleen M. Sutcliffe, 1990. "Studying Changes in Organizational Design and Effectiveness: Retrospective Event Histories and Periodic Assessments," Organization Science, INFORMS, vol. 1(3), pages 293-312, August.
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