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The purpose of this study is to evaluate the effect of both positive and negative corporate cultures on employee performance in Saudi Arabia, in the presence of performance reviews and factors leading to positive work culture, in an environment that underwent serious modification with COVID-19. The changing work methods (online, remote, etc.) have left their mark necessitating revisiting the needs and capabilities of employees in the work environment.

This quantitative study uses primary data from small and medium-sized enterprises (SMEs), non-profit organizations, and transnational organizations, in their transient role and influence on organizational culture change. The data set includes 311 usable responses from 50 randomly selected organizations and is analysed using structural equation modelling to test the proposed model.

A healthy corporate culture serves as the basis for increased employee performance in the workplace. The three independent variables, availability of negative culture, availability of positive culture and employee perceived performance, have a positive impact on the dependent variable employee perceived effectiveness of performance reviews; however, factors leading to the development of a positive organizational has a negative influence.

This study faced a limitation with the potential similarity of responses due to the large number of same-background respondents (engineers). However, the results are indicative of a trend. Moreover, the responses did not allow for cross comparison between responding organizational types (SMEs, non-governmental organizations and multinational corporations) as was planned.

Managers should motivate their respective employees, through ensuring the diffusion and sustainability of the right culture work environment. This should allow their teams to complete tasks with little or no supervision. Moreover, as the Saudi economy is gearing up for global competitiveness, this performance culture becomes a key for the success of the strategic plans, thus the high importance of the positive culture at work today.

Understanding the importance of positive and negative culture at the managerial level would affect the relationship with employees and improve work environment and job satisfaction.

This study pinpoints the need to revisit a dimming topic, proving that with the end of the COVID-19 pandemic, managers need to go back to square one. The introduction of the many novel work systems, online, remote work, etc. have changed the work setting and environment. This is requiring a new look at the employees’ perceptions on factors influencing corporate culture and performance.

Performance-driven culture has received extensive attention from both academics and practitioners because of its impact on organisations’ performance. Employees’ tacit knowledge about performance-driven culture is pivotal to identify, as it contributes to increasing the organisation’s performance. With the aim of enriching ongoing debate in human resources and knowledge management research, this paper proposes a conceptual model for emancipating and investigating the main factors of employees’ tacit knowledge that shape and affect performance-driven culture of a Saudi Arabian organisation.

The validity of the conceptual model is examined through a qualitative study developed using a thematic analysis of 134 employees’ unbridged computerised typewritten comments about organisation’s performance-driven culture.

Findings confirm the utility of conceptual models in explaining and categorising employees’ emancipated tacit knowledge, providing a potential contribution to academics and practitioners interested in developing managerial processes for improving organisation’s performance-driven culture.

Both the conceptual reflections and empirical-based evidence herein enrich ongoing debate in the area of human resources and knowledge management about employees’ tacit knowledge and performance-driven culture.

The purpose of this paper is to provide a quantitative integration of the existing empirical body of literature on culture and acquisition performance.

The study is based on a meta-analytical approach that synthesizes 189 effect sizes from 24 independent samples with a total sample size of n=5,496 acquisitions.

This meta-analytical study found a consistently negative and significant relationship between organizational cultural differences and acquisition performance, and a dual effect of national cultural differences (i.e. cultural distance) on acquisition performance. It further identified significant methodological and contextual moderators and discusses the implications for acquisitions in emerging markets.

Due to the nature of meta-analyses, this study is based on existing (i.e. available secondary) data. Future research may collect novel, primary data to further test the conceptual model and respective relationships developed therein.

This study sheds light onto the culture-based performance determinants of acquisitions and the effects of methodological and contextual moderator variables. Given the significant importance of acquisitions across organizational and national cultures, the findings may inform business practitioners when developing sustainable strategies to successfully integrate organizations that are culturally different and/or are located in culturally diverse environments.

A better understanding about the culture-based performance determinants of acquisitions may inform public policy makers about how to regulate and set incentives for acquisitions, which constitute a main vehicle through which firms undertake foreign direct investment, and which can be considered a global sustainable growth strategy for multinational corporations and entire economies.

This paper is original in that it provides a large-scale and in-depth quantitative integration and synthesis of the empirical literature on culture and acquisition performance based on a meta-analytical approach and so has important theoretical value and empirical implications for future emerging market research.

The organizational culture–performance link is fundamental to organization development and building a high-performance culture is a responsibility of leaders. The claim of a culture–performance link is most visible in the 1980s (e.g. In Search of Excellence) but is replaced by skepticism by the 1990s. Using conclusion validity as the framework, the purpose of this paper is to synthesize cross-disciplinary literature in organization studies and the emerging sub-field of organizational economics to lay a foundation to establish the link rigorously.

The drivers of conclusion validity – internal validity, external validity and construct validity – guided the literature search and review. The author began with the concepts of organizational culture and performance, examined the organizational economic literature for the causal culture–performance link (internal validity), reviewed the organization studies literature on the debates in the measurement of organizational culture (external and construct validity) and examined the debate if organizational culture can be managed (internal validity).

Organizational economics (which conceptualizes organizational culture as shared beliefs) shows that cultures that are more homogeneous, encourage teamwork and have a clear mission, enhance organizational performance. In measuring culture, survey instruments using the process-oriented approach can rely on these results to strengthen their construct validity. In the search for the organizational culture–performance link, non-cultural factors affecting performance have to be included as control variables.

The weaknesses of early research on the organizational culture–performance link become clear when examined with the conclusion validity framework. This clearness shows the way toward a rigorous empirical analysis.

This review provides guidance for researchers to evaluate published studies on the organizational culture–performance link. It also helps researchers to design new studies with stronger conclusion validity.

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.

This paper investigates the effect of counter-cultural human resources (CCHR) practices on firm performance. Specifically, it investigates the impact of national culture [future orientation (FO), in-group collectivism (I-GC), performance orientation (PO), power distance (PD) and uncertainty avoidance (UA)] on the calculative and collaborative HR practice–firm performance relationship.

This study uses data from the CRANET and GLOBE studies to conduct a multi-level analysis of the impact of national culture on the calculative/collaborative HR–firm performance relationship.

It finds support for both the CCHR and societal-culture fit (SCF) perspectives of national culture, with FO and I-GC supporting the CCHR perspective and the other culture dimensions aligning more closely with SCF.

These findings empirically validate that CCHR practices can help supplement behaviors lacking in the cultural environment in which organizations operate.

The idea of using positive humor as a managerial tool is gaining traction in both academia and organizations. The purpose of this paper is to test whether supervisors' use of positive humor in organizations in different perceived cultures (hierarchical, clan, market and adhocracy) influences employees' in-role and extra role performance.

The sample includes 317 clinical and non-clinical employees in public hospitals in Palermo, Italy. Hypotheses are tested using structural equation modeling.

Results indicate that supervisor positive humor has a direct relationship with employee in-role and extra-role performance. Also, supervisor positive humor has a moderating impact on the relationship between organizational culture and in-role and extra-role performance. Moderating effect of supervisor humor have a greater impact on extra-role performance towards individuals or organizational citizenship behavior toward individuals (OCBI).

The first limitation is that this study examines only positive or adaptive kinds of leader humor; negative or maladaptive humor is not included. A further limitation is the role of social (national) organizational culture in our construct. It is claimed that, specific components of national organizational culture are more significant compared with others and that some national organizational cultures are more vital to performance in one part of the organization compared to others (Nazarian et al., 2017). Hofstede's original four dimensions of national culture: power distance, individualism, uncertainty avoidance and masculinity/femininity could be analyzed separately to investigate the role of each variable on the study’s construct.

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed. To understand and apply appropriate organizational culture in public organizations, it is beneficial to know which types of culture encourage employee in-role/extra-role performance. This study compared the consequences of the specific dominant culture in relation to the objective of the organization. However, one solution does not fit all. Sometimes managers inevitably follow trends in their industries without noticing other variables (Mason, 2007).

As Romero and Cruthirds (2006) mentioned, organizations can establish “humor-training seminars” to make the supervisor and team members aware of the benefits of humor in the workplace. For instance, subjects such as appropriate types of humor, gender and ethical differences in appreciating the humor, and matching the humor style with the specific organizational outcome can be discussed.

This paper provides evidence to suggest that supervisor humor results in greater employee in-role and extra-role performance.

Limited use of Kaizen practices in police agencies, together with very few studies that investigated the link between it and police performance, gives a gap and good indication to conduct this study. Thus, this study seeks to explore and examine this relationship through the lens of innovation culture as a mediating factor.

This paper was based on a survey with 352 effective participants, including the head section officers of the Dubai Police in the UAE. A structural equation modelling technique was used for statistical analysis.

Results indicate that Kaizen was positively associated with police performance. Innovation culture also plays a mediating role in the relationship between Kaizen and police performance.

This paper has theoretical and practical contributions. It is one of the first studies to create and test the direct and indirect associations between Kaizen and police performance, providing evidence on the mediating role of innovation culture with regard to Kaizen and performance in the policing field.

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.

The purpose of this paper is to examine the links between organizational culture, innovation and banks’ performance in Palestine.

Data were gathered from 186 employees working in the Palestinian banking sector. The data gathered were analyzed using the PLS-SEM approach.

The findings of the study show that organizational culture and marketing innovation have a positive impact on banks’ performance. Moreover, it was found that marketing performance partially mediates the relationship between organizational culture and banks’ performance.

The paper may be of use for banks managers to create an organizational culture, which fosters both innovation and performance.

The paper is unique as it examines organizational culture, innovation and performance links in a non-western context.