TY  - JOUR
AB  - Purpose This paper elaborates on connections between organisational culture (OC) and financial performance in production and service companies in Estonia.Design/methodology/approach This cross-sectional study analyses the organisational culture of 19 SMEs and large service and production companies with 2,256 respondents. The questionnaire based on the Competing Values Framework (CVF) was used to map organisational culture. Six different performance indicators from annual reports in the Estonian Business Register database were used over a four-year period. A confirmatory factor analysis and non-parametric Spearman rank correlation were applied in the study.Findings The authors found that OC types are connected to each other and theoretical opposites in the CVF are not mutually exclusive. Strong correlations exit between Clan and Adhocracy cultures, also confirmed by previous studies. Surprisingly, Market and Hierarchy types correlated more strongly in our sample compared to previous studies. As expected, Clan–Adhocracy and Market types exhibited a strong positive correlation with financial indicators, but contrary to the authors’ hypothesis, the Hierarchy type also had positive connections to performance indicators. The Market culture was only significantly related to performance in years when the Hierarchy type was also positively correlated with performance. Correlations that were positive in some years under investigation became insignificant in other years.Originality/value First, The authors use multiple objective financial performance indicators to reveal relationships between OC and performance. Second, this study did not only rely on the managers' opinion of OC, but the sample also consists of respondents from all levels of the organisational hierarchy. Third, the authors expand on existing research into the link between OC and performance by exploring a country from the former Soviet Union (FSU), where the number of similar studies is low, but where the specific context has an impact on connections between OC and financial performance of the firms.
VL  - 15
IS  - 3
SN  - 1746-5265
DO  - 10.1108/BJM-01-2019-0017
UR  - https://doi.org/10.1108/BJM-01-2019-0017
AU  - Reino Anne
AU  - Rõigas Kärt
AU  - Müürsepp Merily
PY  - 2020
Y1  - 2020/01/01
TI  - Connections between organisational culture and financial performance in Estonian service and production companies
T2  - Baltic Journal of Management
PB  - Emerald Publishing Limited
SP  - 375
EP  - 393
Y2  - 2024/04/25
ER  -