Abstract
Organizational culture has been related to organizational performance in a number of nonutility settings. In this study, actual and desired cultures of a water utility were analyzed along with data on measures of organizational health. The major finding was that the greater the discrepancy between actual and ideal cultures, the lower the level of job satisfaction, the less the degree of job involvement, and the lower the level of commitment to the organization. Implications of these and other findings for utility management are discussed.
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