TY  - JOUR
AB  - 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.
VL  - 18
IS  - 3
SN  - 0885-8624
DO  - 10.1108/0885862031047313
UR  - https://doi.org/10.1108/0885862031047313
AU  - Lund Daulatram B.
PY  - 2003
Y1  - 2003/01/01
TI  - Organizational culture and job satisfaction
T2  - Journal of Business & Industrial Marketing
PB  - MCB UP Ltd
SP  - 219
EP  - 236
Y2  - 2024/04/26
ER  -