Abstract
Organizational culture is a central concept in research due to its importance in organizational functioning and suffering of employees. To better manage suffering, it is necessary to better understand the intrinsic characteristics of each type of culture and also its relationships with the environment. In this study, we used the multiple regression analysis to analyze the capacity of eight environment variables, five business strategies, and eight organizational competencies to predict the presence of Clan, Market, and Hierarchy cultures (Cameron and Quinn, 1999) in a subsample of Spanish managers (n1 = 362) and a subsample of Peruvian managers (n2 = 1,317). Contrary to what most of the literature suggests, we found almost no relationship between the environmental variables and the culture types. Strategy and competencies, in contrast, do have a significant predictive capacity, showing 9 links with the Clan culture, 7 with the Hierarchy culture, and 10 with the Market culture. In conclusion, this study has found the important characteristics of the types of organizational culture that could be useful to better manage the suffering of employees.
Highlights
Organizational culture is a central concept in research due to its importance in organizational functioning (Giorgi et al, 2015) and suffering of employees (Gill, 2019)
This study enables the following conclusions to be reached: First, the eight extrinsic variables that were analyzed showed a very less predictive capacity for the Clan, Market, and Hierarchy cultures that we have studied based on the model suggested by Cameron and Quinn (1999)
This is an important contribution to this study because, even though there is an agreement in academia that the business environment has a decisive influence on the survival of a company, this study found no pattern to suggest that specific cultures are more likely to be found in particular environments
Summary
Organizational culture is a central concept in research due to its importance in organizational functioning (Giorgi et al, 2015) and suffering of employees (Gill, 2019). According to the study by Schein (2010), the organizational culture is a pattern of basic values and presuppositions that are shared and learned by a group while resolving the problems of external adaptation and internal integration. A well-established framework for studying culture is the model suggested by Cameron and Quinn (1999) which defines four culture archetypes, namely, Clan, Adhocracy, Market, and Hierarchy. Each culture represents a different set of values and presuppositions. All organizations have all four types but in different proportions. This is a typological model because it aims to identify archetypes using different effectiveness criteria. The cultures are represented in four quadrants and ordered into two dimensions.
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