The effect of organizational culture on employees’ performance in research institutes

Abstract

Goal: This paper presents a case study, which examined the effect of organizational culture (clan culture, adhocracy culture, market culture, and hierarchy culture) on employees’ performance in a developing country context taking the case of Ethiopian Institute of Agricultural Research (EIAR). Design / Methodology / Approach: Using survey questionnaire and convenience sampling techniques, 302 complete questionnaires were returned after being filled by respondents (employees) and considered for descriptive and inferential analysis. Based on their willingness to participate in the study, four research centers within Ethiopian Institute of Agricultural Research (EIAR) were included in the study. Results: This study found out that all organizational culture types (clan culture, adhocracy culture, market culture, and hierarchy culture) have statistically significant results and have positive relationship with employees’ performance. And, of all, the regression analysis result showed that the clan culture is the most dominant culture type. Limitations of the investigation: The findings of the study depended on a single case study, and this limitation could be taken as an avenue for future researchers to examine other research institutes in similar contexts. Practical implications: The presented result sheds light regarding the effect of organizational culture on employees’ performance in agricultural research institutes; the research’s outcome provides a useful input for agricultural research institutes and policy makers in the study setting concerning the effect of organizational culture on employees’ performance. Originality/Value: this study adds to the current body of knowledge in the area of organizational culture and its effect on employees’ performance. Besides, not much earlier studies have been done on the subject of the study in the context of agricultural institutes in the developing world.