The Importance of Utilizing Organizational Culture in Achieving Organizational Excellence Models

Abstract

Abstract Objective The aim of this paper is to investigate the impact of Organizational Culture (OC) on achieving Organizational Excellence (OE) in the Petroleum Industry, through defining the different types of Cultures embedded in any organization- utilizing Denison Model four key cultural traits (Mission, Consistency, Adaptability, and Involvement) and measuring Organizational Excellence dimensions (Customer focus, innovation, and people commitment). Method, Procedures, Process A Quantitative method was chosen, with a deductive approach and positivist hypotheses, the data were collected and analyzed using the descriptive approach to test the hypotheses. Data were collected through a survey questionnaire of (17) statements, divided into two parts; Part one: to measure the dependent variable, the OE dimensions (Customer focus, innovation, and people commitment). Part two: to measure the independent variable the OC. The target population were the employees of the Petroleum industry. The sample used was a convenient sample of 384 employees from different Petroleum companies in Egypt. The sample included employees from managerial and non-managerial levels. Results The study revealed that OC-OE have a strong positive linear relationship at the level of significance 1%., which shows that OC embedded in the studied organizations has an effective role in achieving OE. In addition, the impact of OC on OE varied from one OE dimensions to another. The strongest relationship was between the OC and the OE -Innovation, then people commitment, followed by customer focus at the level of significance 1%. Also, the paper showed how the excellence starts by excellence employees, and that OC embedded in any organization can vary from one culture trait to another, and that having a balanced culture, as well as advantaging the OE and its dimensions, will help organizations to achieve the quality excellence model program. However, having the proper culture can become a challenge to decision makers, to alter company plans, strategies, involvement of employees, adaptability, investing in innovative ideas, engage and empowering employees and enhance the customer focus strategies and consistency to cope with the regular changes in the environment; and to fit with the excellence programs to gain the benefits of excellence not only in quality but also in their market share, sales, profits, employ morale and competitiveness. This model can be applied by various companies in many countries to assess the types of cultures in each organization, and the importance of setting a remedial plan to implement the excellence models, to be measured as a longitudinal approach to capture the changes over time in employee excellence, and level of excellence and sustainability reached.