Moderating Effect Of Organizational Culture Research Articles

직무스트레스가 이직의도에 미치는 영향 : 보육교사가 인식한 조직문화의 조절효과를 중심으로

This study aimed to verify the moderating effect of organizational culture in the effect of job stress of childcare teachers on turnover intention. The subjects of the study were 431 childcare teachers working at childcare centers in Seoul, Gyeonggi, and Incheon. The data collected through an online questionnaire were used to verify the moderating effect using SPSS Process Macro Model 1. As a result of examining the influence of sub-factors of childcare teachers’ job stress and organizational culture on turnover intention, job stress had a significant positive effect on turnover intention, and among organizational cultures, relationship culture, development culture, and rational culture had a significant negative effect on turnover intention, and hierarchical culture had a positive effect. In addition, as a result of examining the moderating effects of relationship culture, development culture, hierarchical culture, and rational culture on the effect of childcare teachers’ job stress on turnover intention, relationship culture, development culture, and hierarchical culture had a moderating effect. In conclusion, the effect of job stress on the turnover intention of childcare teachers was relatively smaller for teachers who perceived the relational culture and developmental culture as highly among the organizational culture characteristics of daycare centers, or for teachers who perceived the hierarchical culture as low. This suggests that the relational culture and developmental culture of daycare centers can play a role in alleviating the effect of job stress on the turnover intention of childcare teachers, while the hierarchical culture can play a role in aggravating it.

Green Human Resource Management and Environmental Performance: The Mediating Role of Employee Commitment and the Contingent Effect of Organizational Culture

Organizations are increasingly implementing Green Human Resource Management (GHRM) practices to enhance Environmental Performance (ENVP) in response to growing sustainability demands. However, the pathways through which GHRM impacts ENVP, particularly the mediating role of Employee Commitment (EMPC) and the moderating effect of Organizational Culture (ORGC), remain insufficiently explored. This study employs a quantitative approach, collecting data from 348 valid responses through convenience sampling in Oman’s service sector. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to analyze direct, mediating, and moderating effects within the proposed framework. The results reveal that GHRM practices positively impact ENVP both directly and indirectly through EMPC. Employees’ commitment mediates this relationship by converting organizational sustainability strategies into tangible outcomes such as resource conservation and waste reduction. Additionally, ORGC moderates the GHRM-ENVP relationship, with supportive cultures amplifying the impact of GHRM practices on sustainability goals. This study underscores the strategic importance of integrating GHRM practices with a supportive culture to achieve superior environmental outcomes. By bridging theoretical gaps, it provides insights for policymakers and leaders to embed EMPC and ORGC into sustainability frameworks, aligning organizational practices with global environmental objectives.

Parental Responsibility and Health Lifestyle Behaviors among Young Mothers Who are Breast Cancer Survivors in China: A Structural Equation Modeling Study

This study aims to identify the role of parental responsibility as a central driver of health lifestyle behaviors among young mothers who are breast cancer survivors in China. The study also explores the mediating role of attitude and intention and the moderating effect of organizational culture. A cross-sectional survey of 399 young mothers who are breast cancer survivors aged 18–40 years was conducted in Liaoning, China. Data were collected using structured questionnaires. SEM was employed to analyze the relationships among constructs. The results indicate that parental responsibility significantly influences behavior through its effects on attitude (β = 0.156, p < 0.001) and intention (β = 0.142, p = 0.009), with a substantial indirect impact on behavior via attitude and intention (VAF = 47.13%). perceived benefits positively influence attitude (β = 0.144, p = 0.001) and intention (β = 0.023, p = 0.012). Organizational culture was found to moderate the relationship between parental responsibility and behavior. The findings have important implications for the development of culturally sensitive health interventions tailored to young breast cancer survivors. Practical interventions are suggested to assist young breast cancer survivors in enhancing their health behaviors by integrating parental responsibility into health promotion strategies. This study emphasizes how health behaviors can be managed more effectively within the specific cultural context of China. The findings extend the literature on health behavior by integrating parental responsibility into the health behavioral model and theory of reasoned action, offering a framework that enhances the understanding of how culturally relevant factors influence health behaviors among young breast cancer survivors a non-Western context.

The Impact of Social Factors on the Cultural Tendencies and Leadership Preferences: The Moderating Role of Organizational Culture

This study aims to examine the relationship between individuals' leadership preferences and social factors in organizations, considering the moderating effect of organizational culture. Data was collected through 242 questionnaires from production companies in the Organized Industrial Zones of Istanbul. When the findings are generally evaluated, it was concluded that individuals' social factors directly affect both their leadership preferences and cultural tendencies at individualism and collectivism dimensions. It was found that the authoritarian dimension of the social factor positively influenced collectivist cultural tendencies and paternalistic leadership preferences, while the democracy dimension of the social factor positively influenced both individualistic and collectivist cultural tendencies, democratic leadership preferences and servant leadership. In addition, it was found that the perception of organizational culture did not affect social factors and individualism or collectivism cultural dimensions but had a direct positive effect on leadership preferences.

Employees trust, perceived justice, on task performance: Mediating and moderating role of autonomy and organizational culture

This study explores the impact of trust and perceived justice on task performance within UAE public sector organizations, emphasizing the mediating role of autonomy and the moderating effect of organizational culture. This research was driven by gaps in the current understanding of how individual perceptions of fairness and trust impact practical outcomes in the public sector. Through a survey of 273 public sector employees and structural equation modeling, this study demonstrates how trust and perceived justice significantly enhance task performance, with autonomy serving as a crucial mediator. Organizational culture also plays a complex role in moderating these effects, adding a cultural context layer to the theoretical framework grounded in social exchange theory. This study contributes to this field by providing empirical evidence supporting the enhancement of autonomy and justice perceptions to improve employee performance in the public sector. This contribution is particularly significant as it challenges traditional views on the trust-autonomy relationship and offers new insights into the role of organizational culture. By highlighting these dynamics, this study fills a crucial gap in the literature and also offers a model that can guide future research and practical applications in similar contexts. The findings underscore the necessity of fostering trust and perceived justice within organizations, recommending that leaders focus on enhancing autonomy and carefully consider the influence of organizational culture. This approach promises to improve task performance and employee satisfaction, thereby contributing to a more effective administration and service delivery in the public sector.

Do the Project Manager's soft skills foster knowledge sharing?

In the realm of project management, the significance of soft skills, including communication, leadership, and problem-solving, has been acknowledged as pivotal to project success. Furthermore, the role of knowledge management within projects has emerged as another critical determinant of performance enhancement. This entails disseminating best practices, lessons learned, and insights garnered throughout the project lifecycle. Thus, the Project Manager's role acts as a catalyst, cultivating an environment that promotes effective knowledge sharing.The primary objective of this study is to explore the relationship between project manager soft skills and knowledge sharing within project environments. Additionally, considering the acknowledged impact of organizational culture and environment on knowledge sharing practices, this research aims to examine the moderating effect of organizational culture in shaping the relationship between soft skills and knowledge sharing effectiveness within project contexts. A questionnaire involving project team members was conducted to find answers to these questions.Findings reveal the project manager leadership was positively associated with knowledge sharing among project management team members. This conclusion innovatively connects the importance of soft skills in fostering knowledge sharing within project teams. It places a significant emphasis on the project manager's leadership skills assigning them a key responsibility. Additionally, moderation analysis showed that knowledge creation and knowledge capture strengthened the relationship between project manager's problem-solving skills and knowledge management environment. This underscores the role of a robust organisational culture in supporting knowledge sharing, thereby enhancing the connection between problem-solving abilities and explicit knowledge sharing.

Is “Responsible Leadership” A Pathway Toward Improving Performance Among Micro and Small Restaurants with Innovative or Bureaucratic Organizational Cultures?

ABSTRACT In recent years, responsible leadership (RL) practices have become more common across all types of businesses and in those associated with tourism in particular, characterized by micro and small enterprises (MSEs) and where dependence on the leader is even greater. But this style of leadership needs further theoretical development. One way to advance in this theoretical development is to demonstrate empirically the outcomes of RL. This leadership style goes beyond the leader-employee relationship, impacting all stakeholders and, therefore, interacting with the organizational identity. Therefore, the aim of the present study is to analyze the effect of RL practices on business performance in the restaurant sector, where many companies are micro or small, taking into account the moderating effect of organizational culture (OC). The study is conducted on a sample of 141 MSE restaurants in tourist areas of Spain, with the owner or general manager being the key informant. The results show that RL practices contribute to the improvement of both financial and innovation performance among such businesses. This effect is even greater when the restaurant develops an innovative OC. These results show that the impact of RL on business performance is higher in innovative organizations, linking the theoretical developments around RL and OC.

Impact of Leadership Styles on Physical Therapy Clinic Performance: The Mediating Role of Employee Engagement and the Moderating Effect of Organizational Culture

This study examines the impact of leadership styles—transformational, transactional, and servant leadership—on the performance of physical therapy clinics in Pakistan, with a focus on the mediating role of employee engagement and the moderating effect of organizational culture. Using a quantitative research design, data were collected from 350 employees across various clinics and analyzed using Smart PLS 4.0. The findings reveal that all three leadership styles positively influence clinic performance, with employee engagement playing a critical mediating role. The study also highlights that organizational culture, whether supportive, hierarchical, or innovative, moderates the relationship between employee engagement and clinic performance. These results suggest that leadership styles that foster employee engagement and align with the clinic's cultural context are crucial for improving key performance indicators such as patient satisfaction, treatment success rates, and financial outcomes. The study's limitations include the use of convenience sampling and a cross-sectional design, which may affect the generalizability and temporal stability of the findings. The practical implications emphasize the need for targeted leadership development and cultural initiatives to enhance clinic performance. This research contributes to the understanding of how leadership styles and organizational culture interact to influence performance in healthcare settings.

The Impact of HR Policies on Employee Behaviour

This research article delves into the complex connection between Human Resources (HR) policies and employee behavior within organizations. By conducting a thorough review of existing literature and empirical studies, the paper investigates the diverse effects of HR policies on different facets of employee behavior, such as job satisfaction, commitment, performance, turnover intentions, and organizational citizenship behavior. Additionally, this study delves into the moderating effects of organizational culture, leadership style, and employee perceptions on the effectiveness of HR policies in shaping employee behavior. By synthesizing existing research findings and offering insights into potential future research directions, this article aims to dwelve to a deeper understanding of how HR policies influence employee behavior and, consequently, organizational outcomes.

Moderating Effect of Organizational Culture on the Relationship between Supply Chain Integration and Performance in Food and Beverage Manufacturing Companies in Kenya

The purpose of the study was to determine the moderating effect of organizational culture on the relationship between supply chain integration and performance in the manufacturing sector of Kenya. The study employed an explanatory research design. The study used network theory. The target population was 217 procurement managers from 217 food and beverage manufacturing companies. A sample size of 140 respondents was selected. The study employed a simple random sampling technique to choose the sample. The collection of primary data was facilitated by the administration of a questionnaire. The data were subjected to regression analysis for the purpose of analysis. The findings of the study provide confirmation that there is a moderating effect of organizational culture (β1 = 0.224, P < 0.05) on the relationship between supply chain integration and the performance of food manufacturing firms. The research findings indicate that the influence of supply chain integration on the performance of food manufacturing firms is contingent upon the organizational culture. Food and beverage manufacturing businesses should consider enhancing the comprehensiveness of their supply chain integration procedures. This may be achieved by granting suppliers access to their inventory management systems, enabling them to make timely choices on inventory replenishment. The integration of supply chains facilitates the exchange of management practices across enterprises, enhances the management of supplier expertise, and allows suppliers to communicate any difficulties that may impact order fulfillment to the organization.

Impact of HRM Practices on Employee Retention with Moderating Role of Organizational Culture, in Banking Sector of Pakistan

ABSTRACT
 The “current paper is aimed at investigating the impact of HRM practices on employee retention with moderating role of organizational culture in banking sector of Pakistan. In this study, recruitment and selection, training and development, performance appraisal, and compensation were considered as the independent variables, organizational culture being the moderator and employee retention being the dependent variable. The responses were recorded from 250 respondents through an adopted questionnaire based on 5-Likert scale. adopting convenience sampling technique. The data were analyzed through statistical tests including correlation, regression, and moderation analysis using SPSS Software. Findings of the research indicate that recruitment & selection, training & development, performance appraisal, and compensation are having a positive relationship with employee retention. Regression analysis has proved that there exists a significant positive impact of recruitment and selection, training and development, performance appraisal, and compensation on employee retention. Moreover, moderation analysis has proved the moderating effect of organizational culture in relationship between all variables under study. The study is considered quite useful for the banking sector in ascertaining the impact of various HRM practices on employee retention. The study is equally beneficial for the researchers and academia in understanding the prevailing trends in the banking sector. Other sectors of service industry may also benefit from the findings of this study.
 Keywords: HRM Practices, Recruitment and Selection, Training and Development, Performance Appraisal, Compensation, Organizational Culture, Employee Retention.

Moderating Effect of Organizational Culture on the Relationship between Quality of Work Life and Organizational Commitment Amongst Nurses in Public Hospitals in Bungoma County

Healthcare organisations are in dire need of a culture in which nursing employees are dedicated, motivated, and strongly associated with their sacred profession. This calls for strengthening the quality of the work life of nurses, which is an antecedent of organisational commitment. However, a number of studies that have explored the relationship between quality of work life and organisational commitment as moderated by organisational culture have been conducted in western countries and are very limited in hospital settings, so they cannot be generalised to the Kenyan hospital setting. Thus, the current study focused on the moderating effect of organisation culture on the relationship between quality of work life and organisational commitment of the nurses in the public hospitals in Bungoma County, Kenya. The study adopted a causal research design with a target population of 926 nurses and a sample size of 274 nurses drawn from the county and subcounty hospitals in Bungoma County, calculated by using the Morgan table (1970). Data was collected through a questionnaire and analysed using inferential statistics using SPSS version 25. From the findings, the beta values for safe and healthy working conditions (0.033), work-life balance (0.015), and reward system (0.01) There is a significant moderating effect of organisational culture on the relationship between quality of work life and organisational commitment amongst nurses in public hospitals in Bungoma County. Therefore, amidst the strengthening of quality of work life practices, public hospitals should strive to have their vision, mission, and objectives understood by all employees. Besides, there is a need to create an environment that promotes diversity and inclusion for teamwork and reactions to the concerns of the nurses as a means of enhancing organisational commitment as an outcome of quality of work life.

Moderating role of organizational culture in the relationship between total quality management and organizational innovation among manufacturing SMEs in Nigeria

Previous studies on the total quality management and innovation relationship have had mixed findings. We predict that organizational culture could moderate the relationship between total quality management and organizational innovation. The study collected empirical data from 433 small and medium-sized enterprises in Lagos, Nigeria. Structural equation modelling–partial least squares were used to test the conceptualized model to determine the examined relationship with a moderating effect of organizational culture, customer relation, and employee relations that were positively and significantly related to innovation. However, management leadership was found to be negatively related to innovation. Organizational culture positively and significantly moderates the relationship between continuous improvement, management leadership and innovation, while it had a positive but insignificant moderating role on the relationship between employee relation and innovation. The study contributes to a better understanding of how organizations adopt a combination of cultural components to achieve total quality management and innovation performance. The study concludes that organizational culture interacts with continuous improvement and management leadership to influence positively the innovation performance of SMEs in Nigeria. The findings imply that the model of this study can be used in management literature as empirical evidence for selecting the critical elements for total quality management implementation and innovative culture. Using an extended method of analysis such as the importance performance map analysis to establish the direct and indirect relationships has provided the methodological rigor required for theory confirmation. Finally, the study made a significant contribution to the existing literature through testing and proving of the moderating role of organizational culture in the underlying relationship using empirical evidence.

TRANSACTIONAL LEADERSHIP STYLE AND STRATEGIC PLAN IMPLEMENTATION: THE MODERATING ROLE OF ORGANIZATIONAL CULTURE

The main objective of this study was to establish the influence of transactional leadership style on strategic plan implementation as moderated by organizational culture in private sugar manufacturing firms. Descriptive and correlational research designs were used. A Structured questionnaire was used to collect primary data from a sample of 144 respondents in private sugar manufacturing firms in western Kenya. Descriptive and inferential statistics were used to analyze data. Findings revealed a significant and positive relationship between the transactional leadership style and strategic plan implementation. Further organizational culture did not moderate the relationship between transactional leadership style and strategic plan implementation. The study recommends for leaders in private sugar manufacturing firms to capitalize on transactional leadership style through rewarding staff who accomplish required goals, specifying standards to be adhered to and intervening when issues arise in order to foster effective strategic plan implementation. The current study contributes to the existing literature as it underscores the value of transactional leadership style in accentuating strategic plan implementation in private sugar manufacturing firms. Further it delves into the moderating effect of organizational culture on the relationship between transactional leadership style and strategic plan implementation.

기업 간 네트워크 공유가치창출이 지속가능경영성과에 미치는 영향에 대한 연구

This study aims to analyze the effect of creating shared value on corporate sustainability management performance and to examine how the organizational culture as a moderating variable affects between shared value creation and corporate sustainability management performance empirically. A survey research was conducted targeting affiliated companies that are forming business networks in order to collect data suitable for the purpose of this study. The results of empirical analysis highlight that the shared value creation in business network has a positive effect on sustainability management performance, and the finding confirmed the moderating effect of organizational culture on the relationship between shared value creation and sustainability management performance. As a consequence, creating shared value will be an effective strategy for companies forming business networks to achieve long-term growth.

Corporate Governance and Organisational Performance in Nigerian Banking Industry

This study examined the relationship between corporate governance and organisational performance in commercial banks in Rivers State, Nigeria. Cross sectional research design was adopted in studying twenty two (22) of these institutions. Our respondents were managerial employees constituting the population of the study. From the field survey, we retrieved and analysed seventy nine (79) copies of questionnaire from the participants; Kendall’s tau_b correlation coefficient statistical tool was used to determine the relationship existing between the variables while the p-value obtained were used to test hypotheses developed for the study, partial correlation was adopted for the multivariate level analysis to ascertain the moderating effect of organisational culture on the relationship between the predictor and criterion variables. Findings revealed the existence of significant relationship between the dimensions of corporate governance namely; board ability and board reputation and the measures of organisational performance given as employee retention and customer retention and that organisational culture significantly moderates the relationship between the variables. It was then concluded that ability and reputation of board members of any given business organisation in our case – commercial banks greatly influence the performance of these institutions. This gave rise to our recommendations for the banks and other business organisations operating in this era of heightened competitiveness; that they should look critically into the ability and reputation credentials to ensure the board can deliver to the organisations that which is expected to keep the firm in a strategic position before her rivals, keep her competitive and sustainable; as any organisation that cannot meet up to these demands will be found wanting and may go extinct in the nearest future.

Big data analytics capabilities and innovation effect of dynamic capabilities, organizational culture and role of management accountants

PurposeThis paper aims to assess the impact of big data analytics capabilities (BDAC) on organizational innovation performance through process-oriented dynamic capabilities (PODC), as a mediator, as well as the moderating roles of organizational culture (OC) and management accountants, in this artificial intelligence (AI) era. This paper also aims to provide information on the emerging trends and implications of the abovementioned relationships by focusing on these relationships and interactions.Design/methodology/approachThis exploratory study used the close-ended questionnaire approach based on the resource-based view and socio-materiality theories. This included sending questionnaires to top-level management, including Chief Financial Officer/Chief Executive Officers/Chief Information Officers (CFO/CEOs/CIOs), having an in-depth understanding of the concepts, practical applications and usage of big data as well as BDAC.181 valid questionnaire-based responses were analyzed using the partial least square structural equation modelling technique and bootstrapping moderated mediation method.FindingsThis study provides empirical insights into how BDAC impact innovative performance through PODC as well as the moderating effects of OC and management accountants. This involves a shift in focus from almost standardized approaches to developing BDAC without contextual focus on approaches that are much more heterogeneously related to each organization and hence are more focused on the context of the pharmaceutical industry.Research limitations/implicationsThe main aim of key research questions in this study is to increase the contributions of BDAC toward improving innovation performance in the presence of the abovementioned variables and relationships that exist between them. The chosen research approach can be improved by carrying out interviews with the top management to obtain more relevant and detailed information for developing a better understanding of the abovementioned relationships.Practical implicationsThis study outlines how organizations that are developing BDAC approaches can focus on relevant factors and variables to help their initiatives and its role in organizational innovative performance. This will also help them develop sustainable competitive advantage in manufacturing concerns, specifically in the health industry, namely, the pharmaceutical industry.Originality/valueThis study investigated the effects and implications of big data on organizations in the AI era that aim to achieve innovation performance. At the same time, it provides an original understanding of the contextual importance of investing in BDAC development. It also considers the role of management accountants as a bridge between data scientists and business managers in a big data environment, especially in the pharmaceutical industry. The current study used first-time data from surveys involving CFOs, CEOs or CIOs of pharmaceutical companies in Pakistan and analyzed the proposed model using bootstrapping moderated mediation analysis.

Efek Moderasi Budaya Organisasi Untuk Peningkatan Kinerja Karyawan

Kinerja karyawan adalah hasil kerja seseorang dalam organisasi dan merupakan hal yang penting bagi suatu organisasi atau perusahaan. Beberapa hal yang dapatmempengaruhi kinerja dari seorang karyawan, diantaranya kompensasi, disiplin kerja dan budaya organisasi.Tujuan dari penelitian ini untuk menguji efek moderasi budaya organisasi pada pengaruh kompensasi dan disiplin kerja terhadap kinerja karyawan. Keterbaharuandalam penelitian ini adalah belum diketemukan penelitian sebelumnya yang membahas mengenai efek moderasi budaya organisasi pada pengaruh kompensasi dan disiplin kerja terhadap kinerja karyawan pada perusahaan yang bergerak dalam industri manufaktur di Banten.Batasandalam penelitian ini hanya untuk melakukan analisis besarnya pengaruh kompensasi, disiplin kerja, dan budaya organisasi terhadap kinerja karyawan pada perusahaan industri manufaktur di Banten.Metode penelitian adalah kuantitatif dengan menggunakan alat bantuan kuesioner dengan skala 1 sampai 10. sampel yang digunakan yaitu sebanyak 5 kali jumlah indikator yaitu sebanyak 110 orang respondenuntuk menguji tiga (5) hipotesis yang telah ditetapkan. Model Structural Equation Modeling dipergunakan untuk menguji signifikansi statistik koefisien jalur.Temuan hasil penelitian menjelaskan bahwa 1). kompensasi mempunyai pengaruh yang positif dan signifikan terhadap kinerja karyawan. 2). disiplin kerja tidak mempunyai pengaruh terhadap kinerja karyawan. 3). budaya organisasi mempunyai pengaruh positif dan signifikan terhadap kinerja karyawan. 4). budaya organisasi bukan sebagai pemoderasi pengaruh kompensasi terhadap kinerja. 5). budaya organisasi bukan sebagai pemoderasi pengaruh disiplin kerja terhadap kinerja.

Impact of leadership styles on faculty performance: Moderating role of organizational culture in higher education

There are many leadership styles, which have different impacts on employees' performance. In higher education, faculty performance depends on many factors including Leadership style & Organizational culture. This study aims to examine the effect of leadership styles on faculty performance (FP) and more specifically to examine the moderating effect of Organizational Culture in the association between leadership styles and faculty performance in higher education institutions (MUET, Jamshoro). This study used quantitative methodology to identify the leadership styles which exist in MUET, Jamshoro, and their impact on faculty performance with organizational culture as moderator. It used both the sampling techniques probability and non-probability, and the sample size was 384 and the data was analyzed in SmartPLS 3. For leadership style, Full Range Leadership Model was adopted and for organizational culture, Competing Value Framework (CVF) was used. This study found that Transformational (TF) leadership has a positive significant relation with faculty performance at MUET, Jamshoro. And Organizational Culture (OC) as moderator negatively moderates the relation between Laissez-faire (LF) leadership and faculty performance (FP). According to faculty, transformational leadership is best suited to promote their performance on account of giving them challenging work, autonomy, mutual trust, through supporting subordinates' creativity, improving their confidence, and maintaining collaborations. Laissez-faire leadership also exists in an academic institution and has a positive impact on faculty performance. However, Transactional leadership has a negative impact on faculty performance. The future study could be conducted in other universities, or a comparison of leadership styles can be made between public and private universities with different models of leadership style and with different organizational culture models.

기업 경영성과에 대한 조직문화 및 정보흡수능력의 조절효과 분석

Based on the traditional Chinese entrepreneurship, Guanxi culture, as a type of networking, this study analyzed the external network effects of Chinese corporate managers and studied whether there is a moderating effect of organizational culture and information absorption capacity. This study analyzed the organizational culture (agreement culture, development culture, rational culture, hierarchical culture) and information absorption capacity (acquisition capacity, utilization capacity) of Chinese companies as moderating effects. As a result of conducting a survey on Chinese companies, a total of 294 effective samples were secured. Summarizing these analysis results, it was found that organizational culture had a significant positive (+) effect as a moderating effect between CEO characteristics and external networks. It was found that information absorption capacity has a moderating effect between CEO characteristics and external networks and has a significant positive (+) effect.