• Corpus ID: 7922512

Relationship between Organizational Culture and Strategy Implementation: Typologies and Dimensions

@article{Ahmadi2012RelationshipBO,
  title={Relationship between Organizational Culture and Strategy Implementation: Typologies and Dimensions},
  author={Seyed Ali Akbar Ahmadi and Yashar Salamzadeh and Mohammad Reza Daraei and Jamshid Akbari},
  journal={Global Business and Management Research: An International Journal},
  year={2012},
  volume={4},
  pages={286}
}

• S. Ahmadi, Yashar Salamzadeh, +1 author Jamshid Akbari
• Published 1 July 2012
• Business
• Global Business and Management Research: An International Journal

Introduction Now days, no organization can go on its mission and last in the world of competition without maintaining a strong advantageous culture. The study on the effects of organizational culture was started in 1980s, today is matching itself with new human values and styles of development which have brought new era in enterprises. Perez Lopez et. al. (2004) believes there is a consensus on the idea that organizations making the effort to introduce a culture which encourages communication among their members and motivates employees to question fundamental beliefs will achieve a favorable working atmosphere. The pervasiveness of an organization's culture requires that management recognize underlying dimensions of their corporate culture and its impact on employee-related variables such as satisfaction, commitment, cohesion, strategy implementation, performance, among others (Daulatrum B. Lund, 2003). Many studies have tried to prepare some conceptual models and test the effect of organizational culture (Daulatrum B. Lund, 2003; Mehta and R. Krishnan, 2004; Zabid and Sambasivan, 2004; Navanjo-Valencia et. al., 2011). A noticeable influence of a powerful culture clears up on the subject of strategy implementation. As well as the formulation of a strategy seems critical, its execution should be considered vital. Only organizations which implement almost all their strategy achieve good records on profitability. However, only a few studied implicitly the effect of culture on strategy implementation (SakuMantere, 2000; Van Der Maas, 2008). Therefore, with the importance of culture as a unifying and encouraging factor, it has to be considered in the implementation process. Thus, it is a must to measure which kinds of cultures will help organization implement its strategic objectives. Also, it is necessary to find out the effects of culture's components on strategy implementation. Considering literature and the role of modern social and personal values, we estimate organizations validating flexibility versus stability and adaptability versus refusal gain more advantages out of their cultures through implementation process. This will help managers and decision-makers build up a productive environment for the personnel consequently promote outputs in strategy implementation with higher degrees of productivity. In order to classify organizational cultures, Cameron and Quinn (1999) proposed a model of four-type cultures. Using this typology, we are able to clarify the relations between different cultures and strategy implementation. The present study first reviews the literature. Then, we empirically examine the relationship between organizational culture types and strategy implementation. We also investigate the amount of influence for each type on the implementation dimensions. Another beneficial investigation is held to clarify the components of organization' s culture on strategy implementation. Finally, we prepare some fruitful discussions. Literal Review Organizational Culture The researches on the subject of organizational culture and its effect on other organizational variables became widespread during 1980s. Lund (2003) alludes to the fact that "the 1980s witnessed a surge in popularity to examine the concept of organizational culture as managers became increasingly aware of the ways that an organizational culture can affect employees and organizations". Between 1983 and 1986 most of the leading journals within the field have dedicated special issues to this topic (Alvesson, 1990) and brought up many definitions for this notable issue. Organizational culture is defined as "beliefs, assumptions, and values that members of a group share about rules of conduct, leadership styles, administrative procedures, ritual, and customs" (Schein, 1990, 1992, 1995; Mintzberg, 1990; Mehta and Krishnan, 2004). Also, it has been mentioned "the shared philosophies, ideologies, values, assumptions, beliefs, expectations, attitudes and norms"(Kilmann et. …