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

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

Research output: Contribution to journalArticle

201 Scopus citations

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.

Original languageEnglish (US)
Pages (from-to)673-679
Number of pages7
JournalJournal of Business Research
Volume62
Issue number7
DOIs
StatePublished - Jul 1 2009

Keywords

  • Employee Attitudes
  • Organizational Effectiveness
  • Organizational culture

ASJC Scopus subject areas

  • Marketing

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