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This study aims to investigate the effects of organizational culture factors on the selection of software process development models and develops a conceptual model for selecting and adopting process development models with an organizational culture approach, using 12 criteria and their sub-criteria defined in Fey and Denison’s model (12 criteria).

The research hypotheses were investigated using statistical analysis, and then the criteria and sub-criteria were selected based on Fey and Denison’s model and the experts’ viewpoints. Afterward, the organizational culture of the selected company was measured using the data from 2016 and 2017, based on Fey and Denison’s questionnaire. Due to the correlation between the criteria, using the decision-making trial and evaluation technique, the correlation between sub-criteria were determined, and by analytical network process method and using Super-Decision software, the process development model was preferred to the 12 common models in information systems development.

Results indicated a significant and positive effect of organizational culture factors (except the core values factor) on the selection of development models. Also, by changing the value of organizational culture, the selected process development model changed either. Sensitivity analysis performed on the sub-criteria implied that by changing and improving some sub-criteria, the organization will be ready and willing to use the agile or risk-based models such as spiral and win-win models. Concerning units where the mentioned indicators were at moderate and low limits, models such as waterfall, V-shaped and incremental worked more appropriately.

While many studies were performed in comparing development models and investigating their strengths and weaknesses, and the impact of organizational culture on the success of information technology projects, literature indicated that the impact of organizational sub-culture prevailing in the selection of development process models has not been investigated. In this study, new factors and indicators were addressed affecting the selection of development models with a focus on organizational culture. Correlation among the factors and indicators was also investigated and, finally, a conceptual model was proposed for proper adoption of the models and methodologies of system development.

This study investigates the relationship between organizational culture and organizational performance in non-profit religious organizations (churches). A quantitative methodology was utilized to explore this relationship. Denison's model of organizational culture which includes examining the organization in four areas (involvement, consistency, adaptability, and mission) was explored to determine how this theoretical model aligns with the culture of the church and its efforts to perform at optimal level. Data were provided by staff and pastors of 43 Christian churches. The findings showed partial evidence for a relationship between culture and performance in churches. Church leaders can utilize these findings to determine if the balanced scorecard method should be implemented in their churches as a means of discovering if the values and beliefs of the church are influencing the church's overall performance.

For an organization to be competitive, it needs to constantly innovate. For this to happen, you need the right combination of leaders, talented people, organizational characteristics, and culture. In the chapter, the authors included different perspectives of leadership and models of organizational culture. Both are relevant topics in the field of organizational behavior related to innovation as well as organizational effectiveness.

The purpose of this paper is to examine the influence of organizational culture (OC) on the building blocks of innovation culture (IC) in Iranian auto companies.

In total, a sample of six large auto companies were examined and 245 questionnaires completed by employees. A conceptual model was developed and the hypotheses analyzed by using exploratory factor analysis and then the direct and indirect effects of constructs were analyzed by path analysis technique.

Findings suggest that the constructs of OC correlate with those of IC. These correlations are all positive except for the relations between consistency and organizational learning, as well as of that between consistency and creativity and improvement.

First, this paper has checked the validity of both questionnaires in an Iranian context so that they could be used with more confidence. Second, innovation can flow in the organizations when organizational culture supports it. This research specified those elements which can help managers and executives find the aspects of OC which can increase IC.

The paper serves as a reference for fostering an IC in auto companies. Paying attention to different aspects of OC can have a positive effect on making innovation pervasive in organizations. This research was done for the first time in an Asian context and is literally unprecedented in Iran.

The study aims to empirically examine the impact of organizational culture on accounting information system and corporate performance of firms in Ghana.

A survey was conducted using top corporate executives of diverse firms from different industrial sectors. The data were analyzed using structural equation modeling (SEM) and a further post hoc test was done using analysis of variance (ANOVA).

The study demonstrates that there is a statistically significant relationship between organizational culture on accounting information system and corporate performance. The results indicate that mission, adaptability and consistency dimensions of organizational culture were significant and also accounting information system influences corporate performance. Moreover, there are significant differences in the means of accounting information system on different industrial sectors.

The study is limited to the extent that only overall profitability was used to measure performance. In addition, the study did not control for leadership style and organizational structure in the relationships. The implication of the study is that ethical culture-shaped accounting information system and financial reporting practice which ultimately leads to corporate performance.

Ghana is a developing country where structures and institutions are not well developed. Businesses and organizational forms are now beginning to pick up; therefore, organizational culture, accounting information systems and their impact on corporate performance are not well documented. These are all new phenomena in this part of the globe. The context of Ghana in terms of national culture that feeds into organizational culture, institutions, quality and application of accounting information is entirely different from that of advanced countries. The study therefore contributes to the extant literature by applying the constructs of organizational culture, accounting information system and corporate performance within a developing country perspective.

The purpose of this paper is to propose a theoretical model for the in‐depth study of organizations, producing a framework which makes it possible to clarify many propositions and to specifically test the theory. In order to carry out this assignment, the paper has two sub‐objectives.

The first one studies the adaptation of the internal culture‐structure variables as a way to determine the congruity of the components of the companies which form the real structure and to study the behavior that is expected from the people in the organization. The second sub‐aim is to analyze whether the partial adaptations of real structure mentioned above are orientated correctly towards the achievement of the strategic aims. Only a suitable design of the real structure which in turn enables the attainment of the aims raised by the strategy will give rise to the obtaining of a suitable level of efficiency.

The key contribution of the paper is to render operative in practical terms such a diffuse concept as is the alignment model.

Alignment theory has been combined with configuration theory to detect the ideal cultural, structural, and strategic options and making the comparison with the real forms possible in order to analyze the possible deviations and to predict the level of efficiency.

The purpose of this study is to propose a typology of culture and to present a hybrid model to be used as the base in organizational behavior and cross-cultural management research.

This study provides a conceptual analysis and general review of the literature to clarify and to classify the usage of culture models and cultural orientations to reduce confusion concerning cultural studies.

The first part of the proposed typology covers only the concept of organizational culture which has been examined around qualitative and cognitive approaches. While the second part is related to the use of socio-cultural dimensions, the third part of the proposed typology covers universal cultural orientations (patterns) framework only. The outcome of this study is the presentation of a hybrid model which provides a comprehensive methodological framework for conducting culture research.

The typology of culture developed in this study would be of help for researchers designing their studies on the subject of culture, socio-cultural dimensions and cultural patternings from more appropriate theoretical perspectives and methods.

The theoretical framework in this study provides insight in selecting more suitable culture models to examine the subject in managerial organizational studies.

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.

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 investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size.

Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms.

The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence.

Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level.

This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.