To read this content please select one of the options below:

The role of corporate culture, market orientation and organisational commitment in organisational performance: The case of non-profit organisations

José Carlos Pinho (School of Economics and Management, University of Minho, Braga, Portugal)
Ana Paula Rodrigues (Department of Economics, Sociology and Management, University of Trás-os-Montes and Alto Douro, Vila Real, Portugal)
Sally Dibb (Open University Business School, Milton Keynes, UK)

Journal of Management Development

ISSN: 0262-1711

Article publication date: 8 April 2014

12118

Abstract

Purpose

The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

Design/methodology/approach

In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.

Findings

Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way.

Research limitations/implications

The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.

Practical implications

Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

Originality/value

This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.

Keywords

Acknowledgements

The authors would like to thank two anonymous referees for their valuable comments and suggestions and gratefully acknowledge the assistance of Dr Pedro Meneses, Director of the “Casa de Saúde do Bom Jesus”, who helped to arrange the database and to collect the survey data.

Citation

Carlos Pinho, J., Paula Rodrigues, A. and Dibb, S. (2014), "The role of corporate culture, market orientation and organisational commitment in organisational performance: The case of non-profit organisations", Journal of Management Development, Vol. 33 No. 4, pp. 374-398. https://doi.org/10.1108/JMD-03-2013-0036

Publisher

:

Emerald Group Publishing Limited

Copyright © 2014, Emerald Group Publishing Limited

Related articles