企業(yè)文化的本質(zhì)與組織績效(參考版)
2025-07-02 20:22本頁面
【正文】 Flamholtz and Randle, 1998, 2000). Specifically, culture has been viewed as a critical organizational development area, or key strategic building block, of successful organizations. This framework has, in turn, been supported by further empirical research (Flamholtz and Aksehirli, 2000).Research QuestionThe general research question this article addresses is: Is there a relationship between a corporate culture and the financial performance of an organization? There was also a more specific research question in the context of this study. We were interested in determining the relationship between: (1) the extent to which people in the divisions accepted the stated culture of the pany and (2) the pany’s financial performance.ResultsThe data derived and used in this parison are shown in a graph in Figure 3. The xaxis shows a ‘divisional agreement with corporate culture score.’ This is a measure of the degree of similarity between the desired corporate culture and the culture perceived to exist in each division. It can be viewed as a measure of cultural ‘buyin’ by the divisions. The yaxis presents EBIT values for the various divisions.6 / 7。 Kotter and Heskett, 1992). Explicitly or implicitly, it has been presumed that corporate culture affects the overall financial performance of a firm. In spite of this presumption, there has been very little empirical research dealing with the financial effects of corporate culture. In one notable exception, Kotter and Heskett (1992) conducted macrolevel research on dif
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