Abstract
This study investigates the relationship between organizational culture and organizational performance in non-profit religious organizations (churches). A quantitative methodology was utilized to explore this relationship. Denison's model of organizational culture which includes examining the organization in four areas (involvement, consistency, adaptability, and mission) was explored to determine how this theoretical model aligns with the culture of the church and its efforts to perform at optimal level. Data were provided by staff and pastors of 43 Christian churches. The findings showed partial evidence for a relationship between culture and performance in churches. Church leaders can utilize these findings to determine if the balanced scorecard method should be implemented in their churches as a means of discovering if the values and beliefs of the church are influencing the church's overall performance.
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