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The purpose of this paper is to discover the impact of different dimensions of organizational culture (mission culture, adaptability culture, involvement culture and consistency culture) on business excellence results criteria (customer results, people results, society results and business results) in the United Arab Emirates (UAE) and explore the moderating role of information and communication technology (ICT) use in both service and manufacturing industries.

Data were collected by questionnaire from 448 managers in nine companies that have won the Sheikh Khalifa Excellence Award in the last three years. Structural equation modeling was used to examine the data.

Organizational culture is significantly related to business excellence. However, these effects varied for different business excellence criteria. Three organizational culture types had a significant positive role in achieving excellent customer-related results. All four types of organizational culture had a positive role in achieving excellent people-related results. Only two culture types had significant role in achieving excellent society-related results. Business results were positively related to a balance between the four types of organizational culture. ICT use moderated the relationship between organizational culture and results related to customers, people and business, but not society.

This study had some conceptual limitations. In particular, it considered the organizational culture as four types in the research model, but without structuring the indices under each type. It also had some methodological limitations. It was cross-sectional and used a self-administered questionnaire, which means that no causal relationships can be implied, and there may have been some bias in responding.

This is one of the first studies that investigate the relationship between organizational culture and business excellence in UAE excellence award-winning companies.

The pupose of this paper was to determine the influence of organizational culture on the performance of employees.

The study was carried out on non-lecturer employees at the University of Mercu Buana with a population amounted to 148 people. Sixty respondents were chosen as samples, determined through proportional random sampling. The analytical tool used was SPSS version 22.

The results show that that there is a significant influence in partial engagement and mission on the performance of non-lecturer employees. On the contrary, two variables, consistency and adaptability, partially do not have significant influence on the performance of employees at the University of Mercu Buana. Simultaneous testing on variables, namely, involvement, consistency, adaptability and mission, has significant influence on the employee’s performance.

The results of the study indicate that consistency and adaptability do not have any influence on the employees’ work performance in the context of higher education institution.

The purpose of this study is to examine the impact of four organisational cultural traits of adaptability, consistency, involvement and mission on the three components of customer relationship management (CRM), namely, people, process and technology, in the context of the hotel industry.

Required data are collected with a quantitative approach and a questionnaire adapted from the Denison organisational culture survey and the Mendoza CRM model. The questionnaire was distributed among 364 managers of a chain hotel in the UK and gathered data were examined using the structural equation modelling method.

The results of this study reveal that the four traits of organisational culture (adaptability, consistency, involvement and mission) have positive and significant impacts on the three components of CRM (people, process and technology). A set of theoretical contributions and practical implications was also discussed.

The study is conducted with a case study approach; hence, the findings cannot be generalised to a larger population, and the results might be different for other industries. Because of the limitation of access to all employees, only managers were selected as the sample, and future studies with all employees may show different results.

Current study helps hotel managers to understand the role and importance of organisational cultural traits in successful implementation of their CRM strategy components.

The position taken in this study recognises the need to enhance the understanding of organisational culture’s impact on implementing CRM components. Organisational cultural traits have different levels of impact on CRM implementation, and this is the first study to investigate the detailed impacts of the four traits of adaptability, consistency, involvement and mission on the three components of CRM, namely, people, process and technology.

This study aims to examine the role of psychological empowerment (PE) in mediating the relationship between organizational culture, innovative behaviour and work-related attitude.

Data were collected in two phases from a total sample of 324 middle- and senior-level executives working in India through a completed self-report questionnaire.

The results show a significant relation between organization culture, PE and work-related outcomes. PE fully mediated the relationship between adaptability and mission culture and innovative behaviour. PE also fully mediated the relationship between consistency and adaptability culture and job satisfaction; adaptability culture and commitment; and involvement culture and turnover intentions.

Cross-sectional design undermines the causal conclusions derived from the findings. Generalizability is limited, as the study was set up in India. The research highlights the role of PE for innovative behaviour and other work-related attitudes.

The study establishes the linkage between organizational culture, PE, work-related attitude and innovative behaviour, thus extending the PE theory.

The main aim of this paper is to study the effects of organizational culture on environmental responsiveness capability (ERC), both directly and through the mediation of knowledge management (KM) in selected Iranian Industrial Research Organizations (IIRO). Furthermore, the effects of four types of organizational culture on ERC and KM in the target population are compared.

Relationships between the ERC, KM and organizational culture are considered using survey data through the structural equation modelling approach. Five-point Likert questionnaire has been used as a tool for measuring variables. The authors sample includes 276 members of 13 selected target organizations whose names are not mentioned due to prior agreement.

Results show that organizational culture has a positive and significant relationship with ERC, both directly and indirectly through the mediation of KM. Additionally, compared with other types of organizational cultures, innovativeness culture has the highest correlation with ERC, both directly and through KM as a mediating variable. Furthermore, cooperativeness culture has a direct significant relationship with ERC, whereas consistency and effectiveness cultures indirectly have significant and positive relationships with ERC through KM. Therefore, results of this research provide appropriate evidence that ERC can be affected directly by innovativeness culture and KM.

The advantage of this paper compared to other related research is to study on ERC based on cultural and knowledge-related variables. Hence, it can extend the literature of ERC, and it can be useful for the managers who are dealing with industrial research company.

This paper posited a dynamic relationship between transformational leadership, organizational culture, and organizational excellence in order to develop a better understanding of the casual linkages between these three areas.

The research methodology includes a multi-item scale questionnaire survey which included 448 samples from United Arab Emirates (UAE) with an average response rate of 61.1%. The hypotheses were tested by applying structural equation modeling (SEM) and path analyses. Analyses used the Mplus software package.

The key finding in this study suggests that creating the involvement culture provides the all-inclusive participation and holistic engagement from employees, which consequently leads to organizational excellence.

The study is more focused on particular type of leadership and can extend to other types of leadership as well the other regions. The study extends the findings of previous studies that suggested authoritative was essential initially but that this would change with the emerging culture.

Managers should foster an involvement culture and adopt transformational leadership style in order to reap the benefits of the quality management approaches.

From existing research on leadership in QM context, we adopt transformational leadership in connection with organizational culture and organizational excellence. The originality of the study lies in its quantitative approach to test an already demonstrated phenomenon about the relationship between transformational leadership, organizational culture and business excellence. This study significantly contributes to the literature on QM by discovering that organizations with transformational leadership styles and involvement or adaptability cultures can perform well and achieve organizational excellence.

Existing literature on organizational culture focuses on the strategic fit between a firm's culture values and its technology and task environment. This study, however, emphasizes the diffusion perspective of organizational culture, that organizations often imitate cultures of successful firms to reduce uncertainty, resulting in a homogeneous set of organizational culture values that are considered universally beneficial to organizational functioning. Culture values falling into this category include modern values that emphasize innovation, risk-taking, and change, as opposed to more traditional values that focus on stability and consistency. Using 1958 employees from 50 firms in Taiwan and Mainland China, we developed an organizational culture measure consisting of both modern and traditional organizational culture values. We showed that modern organizational culture values were considered beneficial even by employees with traditional personal values.

The purpose of this study is to empirically examine knowledge management (KM) practices as a moderator in the relationship between organizational culture and performance. The effect of four types of organizational culture on organizational performance was studied. In addition to direct effects, most importantly, KM practices as a moderator in strengthening the culture-performance relationship were empirically examined.

A carefully crafted survey instrument was distributed and data was collected from 1,255 respondents from 10 information technology companies in India. After checking the psychometric properties of the instrument, this paper performs hierarchical regression to test hypotheses.

The results reveal that: cooperative culture, innovative culture, consistent culture and effectiveness culture were all positively and significantly related to organizational performance; KM practices were positively and significantly related to organizational performance, KM practices moderate the relationship between various dimensions of organizational culture and organizational performance.

As with any survey-based research, the present study suffers from the problems associated with self-report measures. These are common method bias and social desirability bias. However, this study attempts to minimize these limitations by following appropriate statistical techniques.

This study contributes to both practicing managers and the literature on KM and organizational culture. The study suggests that managers use KM practices, which are all-pervasive and very important for improving organizational performance. The results highlight the importance of implementing KM practices in organizations.

This study provides new insights into the importance of KM practices in achieving sustained competitive advantage by achieving organizational effectiveness. To the knowledge, the importance of KM practices is underemphasized in organizational culture research.

Organizational scholars and practitioners alike have long recognized the role of corporate culture in shaping the strategic and operational choices that organizations pursue. It is the responsibility of those who plan for change to select approaches that are compatible with the enduring elements of the organization’s dominant culture. A large sample of Canadian hospitals were surveyed to assess how organizational culture impacts the choices that organizations make in managing fiscal cutbacks. Results suggest that approaches and strategies used by Canadian hospitals in managing the change are variably influenced by CEO perceptions of the prevailing corporate culture.

The design of new services is a fundamental element of a firm’s growth strategy but, despite some recent work, our knowledge of the new service design process remains weak. This paper examines the impact of service culture and internal politics on the design, introduction success and rejection of new service design proposals. The extant literature is reviewed, a conceptual framework is developed and several longitudinal case examples are discussed. The results indicate that existing service culture can have a significant impact on modifying the new service design proposal making implementation success and high customer satisfaction levels more difficult to achieve. Several propositions for future research are presented.