Abstract
<p>The paper shall examine the relationship between organizational culture and performance measures and the relation of specific cultural types with performance indicators (such as profitability, growth and qualitative factors), in order to support managerial efforts to cultivate an inimitable operational strategy. Based on data from both, fixed and mobile operators in Greece and the use of ANOVA methodology, key findings have been revealed with reference to organizational culture and economic performance. A control-oriented tendency in telecommunication industry has been indicated as a whole, with cultural variations among fixed and mobile operators, along with significantly important differences on performance indicators.</p>
Highlights
During the last thirty years, different events have changed the form of national economies and have created a new global economy, leading to new ages of competitive advantage (Jacome et al, 2002) and revealing the role of organizational culture (Evans et al, 2002)
Α statistical analysis is being conducted in order to examine the Greek telecoms‟ organizational culture and descriptive statistics was used to reveal the main cultural characteristics
ANOVA technique was used to reveal the relationship between culture and performance, by analyzing the significance of mean differences
Summary
During the last thirty years, different events have changed the form of national economies and have created a new global economy, leading to new ages of competitive advantage (Jacome et al, 2002) and revealing the role of organizational culture (Evans et al, 2002). There is a growing interest towards the direction of finding out whether there is a relationship between organizational culture and the effectiveness in organization management. Despite the growing interest for organizational culture, as a means of achieving competitive advantage and superior performance (Evans et al, 2002), there is still confusion about the way it affects telecommunication companies‟ management. Telecoms‟ organizational culture was characterized by hierarchical norms (Blazevic et al, 2003) and top – down hierarchical structures, which both improve performance in stable environments (Lawrence & Lorsch, 1967; Moorman & Miner, 1997). Operational cost was usually very high and every effort to cut it down met reactions
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