Organizational culture and job satisfaction

Daulatram B. Lund (Associate Professor of Marketing, Managerial Sciences Department, College of Business Administration, University of Nevada, Reno, Nevada, USA)

Journal of Business & Industrial Marketing

ISSN: 0885-8624

Publication date: 1 June 2003


This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.



Lund, D. (2003), "Organizational culture and job satisfaction", Journal of Business & Industrial Marketing, Vol. 18 No. 3, pp. 219-236.

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Copyright © 2003, MCB UP Limited

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