Organizational culture: a systematic review

Bogale, Addisalem Tadesse; Debela, Kenenisa Lemi
A icle
O ganiza ional cul u e: a sys ema ic e iew
Cogen Business & Managemen
P o ided in Coope a ion wi h:
Taylo & F ancis G oup
Sugges ed Ci a ion: Bogale, Addisalem Tadesse; Debela, Kenenisa Lemi (2024) : O ganiza ional
cul u e: a sys ema ic e iew, Cogen Business & Managemen , ISSN 2331-1975, Taylo & F ancis,
Abingdon, Vol. 11, Iss. 1, pp. 1-23,
h ps://doi.o g/10.1080/23311975.2024.2340129
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/326237
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Cogen Business & Managemen
ISSN: 2331-1975 (Online) Jou nal homepage: www. and online.com/jou nals/oabm20
O ganiza ional cul u e: a sys ema ic e iew
Addisalem Tadesse Bogale & Kenenisa Lemi Debela
To ci e his a icle: Addisalem Tadesse Bogale & Kenenisa Lemi Debela (2024) O ganiza ional
cul u e: a sys ema ic e iew, Cogen Business & Managemen , 11:1, 2340129, DOI:
10.1080/23311975.2024.2340129
To link o his a icle: h ps://doi.o g/10.1080/23311975.2024.2340129
© 2024 The Au ho (s). Published by In o ma
UK Limi ed, ading as Taylo & F ancis
G oup
Published online: 19 Ap 2024.
Submi you a icle o his jou nal
A icle iews: 100478
View ela ed a icles
View C ossma k da a
Ci ing a icles: 31 View ci ing a icles
Full Te ms & Condi ions o access and use can be ound a
h ps://www. and online.com/ac ion/jou nalIn o ma ion?jou nalCode=oabm20
ManageMen | Re iew aR icle
Cogen Business & ManageMen
O ganiza ional cul u e: a sys ema ic e iew
addisalem adesse Bogale and Kenenisa lemi Debela
Depa men o Managemen , College o Business and economics, Jimma uni e si y, Jimma, e hiopia
ABSTRACT
O ganiza ional ine iciency and ine ec i eness a e o en linked o iden i y c ises wi hin
he o ganiza ional con ex . his sys ema ic e iew seeks o enhance he comp ehension
o O ganiza ional cul u e (Oc) as a c ucial app oach o add essing such c ises. he
s udy ocusses on he measu emen s, pe spec i es, and o ien a ions o Oc, p o iding
comp ehensi e analyses o ecen esea ch on he subjec . employing a sys ema ic
li e a u e e iew me hodology, igo ous sc eening c i e ia we e applied o selec a icles
om epu able da abases, such as Science Di ec , else ie , aylo & F ancis, JS OR,
eme ald, Sp inge , wiley, Sage, and google Schola . a o al o 52 a icles, mee ing he
de ined selec ion c i e ia, unde wen ho ough e iew and analysis, yielding aluable
insigh s. he indings emphasize he signi ican impac o Oc on wo kplace dynamics,
in luencing employee in e ac ions, ea men , and managemen . he dimensions mos
equen ly explo ed wi hin Oc include inno a ion, eamwo k, esul o ien a ion,
masculini y, in ol emen , and powe dis ance. his e iew del es in o he exis ing
li e a u e on he c ea ion and modi ica ion o Ocs, u ilizing h ee dis inc pe spec i es:
unc ional, leade - ai , and cul u e ans e . cul u al o ien a ions a e ca ego ized in o
ou main g oups: wo kplace o ien a ion, business o ien a ion, sys em o ien a ion, and
g oup o ien a ion. in conclusion, his s udy iden i ies limi a ions in cu en esea ch and
p oposes po en ial u u e esea ch di ec ions, he eby con ibu ing o he ongoing
discou se on o ganiza ional cul u e and i s implica ions o o ganiza ional e ec i eness
and e iciency.
1. In oduc ion
O ganiza ional cul u e (Oc) se es as a ounda ional se o belie s shaped by he membe s o an o ga-
niza ion h ough ex e nal adap a ion o in e nal in eg a ion (Schein, 1992). Schein (1992) pionee ed an
Oc amewo k, ex ensi ely ci ed by schola s (e.g. al esson, 2002; Belias & Kous elios, 2014; Bhuiyan e al.,
2020; ipinaza e  al., 2021; la a, 2020; Reede , 2020; Sa han e  al., 2020; Se iawan, 2020). akha an e al.
(2014) simila ly de ine Oc as a collec ion o undamen al assump ions, no ms, alues, and sha ed con-
duc ansmi ed o newcome s. Many esea che s (e.g. Bai d e al., 2018; Ouelle e e al., 2020; Yip e al.,
2020) concu ha Oc encompasses a common se o alues, beha io s, con en ions, a i udes, assump-
ions, and belie s among o ganiza ional membe s.
as a icula ed by Ha dcop e  al. (2021), Oc is a g oup a i ude ha e ol es o e ime and p o es
esis an o modi ica ion once es ablished. in line wi h akha an e  al. (2014), Ocs signi ican ly in luence
in e pe sonal in e ac ions, beha io s, and communica ion among employees du ing day- o-day wo k.
consequen ly, Oc eme ges as a key o ganiza ional ea u e and si ua ional aspec , exhibi ing po en ial
s abili y o lexibili y ha pe mea es all ace s and ac i i ies o he o ganiza ion. g oysbe g e  al. (2018)
ca ego ize cul u es as ei he s able, emphasizing au ho i y, o de , consis ency, p edic abili y, and he s a-
us quo, o lexible, cha ac e ized by adap abili y, openness o change, lea ning, c ea i i y, and inno a ion.
he impac o Oc on employee job sa is ac ion (Yiing e  al., 2009), o ganiza ional change (Bagga
e  al., 2022), p oduc i i y (elsbach & S igliani, 2018), and employee u no e (Bo olo i e  al., 2015) has
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Kenenisa Lemi Debela [email p o ec ed]om Depa men o Managemen , College o Business and economics, Jimma
uni e si y, Jimma, e hiopia
h ps://doi.o g/10.1080/23311975.2024.2340129
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
Recei ed 20 no embe
2023
Re ised 28 Ma ch 2024
accep ed 2 ap il 2024
KEYWORDS
O ganiza ional cul u e;
o ganiza ional clima e;
business cul u e;
sys ema ic li e a u e
e iew; O ganiza ional
iden i y
REVIEWING EDITOR
Pablo Ruiz, Uni e sidad
de cas illa-la Mancha,
Spain
SUBJECTS
Human Resou ce
Managemen ; Beha iou al
Managemen ; Human
Resou ce Managemen ;
Human Resou ce
Managemen ; Business,
Managemen and
accoun ing;
O ganiza ional heo y
and Beha io ;
2 a. aDeSSe BOgale anD K. l. DeBela
been ex ensi ely explo ed. Schola s ha e del ed in o a ious managemen subdomains, including o ga-
niza ional pe o mance (Bwonya e  al., 2020; Paais & Pa i uhu, 2020; Pa hi anage e  al., 2020; wilde om
e  al., 2012), lea ning o ganiza ion (gi huku e  al., 2022; Ju e  al., 2021; nellen e  al., 2020; Xie, 2019),
causal and co ec i e Oc (Hald e al., 2020), job sa is ac ion (ahn & Hee, 2019; Belias & Kous elios, 2014;
Sabuha i e  al., 2020; Se iawan, 2020), inno a ion (azeem e  al., 2021; Büschgens e  al., 2013; Hogan &
coo e, 2014; Hussain e  al., 2022; le e  al., 2020; na eed e  al., 2022; Zhen e  al., 2021), a i icial in elli-
gence echnology (Bilan e  al., 2022), and en i onmen al ac i i y managemen (Bai d e  al., 2018; Dai
e  al., 2018; ung e  al., 2014).
he s udy o Oc has ga ne ed signi ican a en ion in academic li e a u e due o i s p o ound
implica ions o o ganiza ional success and pe o mance (ca alho e  al., 2023). exis ing sys ema ic
e iews ha e con ibu ed o ou unde s anding o a ious aspec s o Oc, such as i s ela ionship
wi h compe i i e ad an age, job sa is ac ion, inno a ion, sus ainabili y, and digi aliza ion. Fo
ins ance, Ramos and elli an (2022) p o ided a heo e ical e iew o Oc’s ole in compe i i e ad an-
age, while Belias and Kous elios (2014) explo ed i s connec ion wi h job sa is ac ion. Mo eo e ,
isensee e  al. (2020) del ed in o he ela ionship be ween Oc, sus ainabili y, and digi aliza ion.
Despi e hese aluable con ibu ions, he e emains a no able gap in he li e a u e ega ding a com-
p ehensi e syn hesis o he main dimensions, pe spec i es, and o ien a ions in Oc. By sys ema ically
e iewing and syn hesizing exis ing li e a u e, his s udy seeks o o e insigh s in o he mul i ace ed
na u e o Oc, he eby p o iding aluable guidance o bo h schola s and p ac i ione s seeking o
unde s and and le e age he powe o o ganiza ional cul u e o enhanced pe o mance and com-
pe i i eness. we p esen a comp ehensi e sys ema ic e iew o Oc s udies conduc ed om 2014 o
2022, employing he i e-s ep app oach ou lined by Deyne and an ield (2009). he esea ch ques-
ions guiding his e iew a e as ollows:
Resea ch Ques ions:
1. wha a e he main dimensions o Oc?
2. wha a e he p ima y pe spec i es in luencing he c ea ion and change o Oc?
3. wha a e he p edominan o ien a ions o Oc?
4. wha p omising a enues exis o u he Oc esea ch?
he subsequen sec ions o his s udy include a de ailed li e a u e e iew, an in-dep h desc ip ion o
he me hodology employed, he p esen a ion o esul s, discussions, sugges ions o u u e esea ch, he-
o e ical and p ac ical implica ions, conclusions, and limi a ions.
2. Li e a u e e iew
2.1. De ini ion o o ganiza ional cul u e
Oc is a se o no ms, alues, belie s, and a i udes ha guide he ac ions o all o ganiza ion membe s
and ha e a signi ican impac on employee beha io (Schein, 1992). Suppo ing Schein’s de ini ion,
Denison e  al. (2012) de ine Oc as he unde lying alues, p o ocols, belie s, and assump ions ha o ga-
niza ional membe s hold, and i is s ongly suppo ed by he o ganiza ional s uc u e and undamen al
p inciples. in addi ion, Denison and Mish a (1995) classi ied Oc as ha ing he ollowing ou cha ac e is-
ics: in ol emen , consis ency, adap abili y, and mission.
Mos Oc de ini ions commonly speci y ‘Oc’ as a sha ed cha ac e is ic among indi iduals wi hin he
o ganiza ion (Denison e al., 2015; Yilmaz & e gun, 2008). Some examples o hese sha ed cha ac e is ics
a e belie s, alues, beha io no ms, cus oms, i uals, and ways o making sense (abdalla e  al., 2020).
he e o e, Oc is a lens ha may be used o see and analyze an o ganiza ion (Pa melli e  al., 2011).
Oc includes sociocul u al ac i i ies (cha man & O’Reilly, 2016; nzu a, 2022), ecu ing pe cep ual
pa e ns (Sco & allen, 2022), wo k p ocedu es (wilde om e  al., 2012), se s o my hs and symbols
( ulcanaza-P ie o e  al., 2021), and, common a i udes and beha io s (Belias & Kous elios, 2014). Oc
encompasses deepe alues and se es as a ounda ion o de eloping sha ed no ms (Paais &
Pa i uhu, 2020).
cOgen BUSineSS & ManageMen 3
2.2. O ganiza ional cul u e models
2.2.1. Ho s ede’s model
Ho s ede (2011) iden i ied six a ibu es o o ganiza ional cul u es, namely: p ocess- s.- esul s-o ien ed,
employee- s.-job-o ien ed, p o essional- s.-pa ochial, open- s.-closed sys ems, igh - s.-lose-con ol, and
p agma ic- s.-no ma i e.
2.2.1.1. P ocess-o ien ed s. esul s-o ien ed. Ho s ede (2011) a gued ha p ocess-o ien ed o ganiza ions
s ongly emphasize echnical expe ise and es ablished p ocedu es, while esul s-o ien ed o ganiza ions
emphasize ou comes.
2.2.1.2. Job-o ien ed s. employee-o ien ed.wi hou employees, a business would s uggle o accomplish
i s objec i es. employees a e an o ganiza ion’s mos aluable asse . Ho s ede (2011) explained ha job-
o ien ed o ganiza ions a e mo e conce ned wi h an employee’s pe o mance han hei o e all well-being,
and ice e sa e e s o employee-o ien ed o ganiza ions.
2.2.1.3. P o essional and pa ochial. his dimension can be used o ca ego ize an o ganiza ion’s membe s.
he pa ochial pe spec i e con ends ha membe s a e iden i ied wi h hei wo k, whe eas he p o essional
pe spec i e is linked o membe s who p e e o be associa ed wi h a ecognized p o essional body.
Ho s ede (2011) a gued ha , since mos educa ed people iden i y wi h hei p o ession, educa ion le el
b eeds he p o essional dimension and ice e sa.
2.2.1.4. Open sys ems s. closed sys ems. O ganiza ional su i al depends s ongly on communica ion
(Olum, 2011). an open sys em allows o he un es ic ed low o in o ma ion h oughou he o ganiza ion,
in con as o a closed sys em whe e in o ma ion is kep s ic ly con iden ial.
2.2.1.5. Tigh s. lose con ol. Some o ganiza ions ha e s ong egula ions wi h ha sh consequences o
membe s who iola e hem. in con as , O he s a e mo e lenien and ha e ewe s anda ds o ollow; hey
a e loose . O ganiza ional igh ness and looseness equen ly change o legi ima e easons (Olum, 2011).
2.2.1.6. P agma ic s. no ma i e.Ho s ede (2011) speci ied ha Ma ke -d i en cha ac e is ics a e he main
ea u e o p agma ic cul u es, while no ma i e cul u es iew hei ole in he wo ld as en o cing ce ain
sac ed laws. indi iduals om no ma i e cul u es place mo e alue on he o ganiza ional p o ocol.
2.2.2. O ganiza ional cul u e p o ile (OCP) model
O’Reilly e  al. (1991) iden i ied se en p o iles, such as inno a ion, s abili y, espec o people, ou come
o ien a ion, a en ion, eam, and agg ession.
2.2.2.1. Inno a ion. he inno a ion p o ile ocuses on an o ganiza ion’s capaci y o in es iga e new ends
in i s a ea o expe ise. Such p o ile is suppo ed by isks aking, aking ad an age o oppo uni ies as
hey p esen hemsel es, and being c ea i e (O’Reilly e  al., 1991).
2.2.2.2. S abili y. acco ding o O’Reilly e  al. (1991), s able businesses gi e hei employees job secu i y,
a e known o hei p edic abili y, and do no ollow empha ic ules. in hei upda ed OcP, Sa os e  al.
(2005) eplaced ‘p edic abili y’ and ‘no empha ic ules’ wi h ‘calm’ and ‘low disag eemen ’.
2.2.2.3. Respec o people. he con ibu ions o he o ganiza ion’s employees a e he only hing ha
keeps he o ganiza ion unning. when indi iduals in posi ions o leade ship show espec o hei
subo dina es, i inspi es hem o con ibu e hei e o s o ans o ming o ganiza ions. his p o ile e eals
a lo abou an o ganiza ion’s capaci y o espec ing, ea ing ai ly, and ole a ing i s employees ega dless
o hei beha io s (O’Reilly e  al., 1991).
2.2.2.4. Ou come o ien a ion. emphasis on he o ganiza ion’s desi e o accomplish i s objec i es and i s
high expec a ions o esul s (O’Reilly e  al., 1991).

4 a. aDeSSe BOgale anD K. l. DeBela
2.2.2.5. A en ion.in his o ien a ion, o ganiza ion membe s alue analy ical awa eness and place a s ong
emphasis on he necessi y o p ecision and co ec ness o esul s, and hey pay close a en ion o de ails
(O’Reilly e  al., 1991). he Ho s ede (2011) p ocess o ien a ion is associa ed wi h his p o ile.
2.2.2.6. Team. collabo a ion and people-o ien ed beha io a e pa o eam o ien a ion (O’Reilly e  al.,
1991). his p o ile aims o de elop an o ganiza ion’s in e nal s uc u es and c ea e a s onge link among
i s membe s.
2.2.2.7. Agg essi e. h ough employmen and o he socie al esponsibili ies, o ganiza ions posi ion
hemsel es o assis and add ess he demands o socie y (Mcauley e al., 2007). he ou side en i onmen
whe e he o ganiza ion is si ua ed has an agg essi e p o ile. he dis inc i e ea u es o his p o ile a e
agg ession, compe i i eness, and social esponsibili y.
2.2.3. O ganiza ional cul u e assessmen ins umen (OCAI)
he o ganiza ional cul u e assessmen ins umen (Ocai) amewo k speci ied ou main ypes o cul u e,
such as clan, ma ke , adhoc acy, and hie a chy ypologies. he undamen als o he Ocai we e de i ed
om he ‘compe ing alues F amewo k’ which was c ea ed by came on and Quinn (2006). he ame-
wo k e alua es cul u e based on ex e nal-in e nal dimensions and a ocus on g ea e o lesse lexibili y.
he ex e nal-in e nal dimension ca ego izes an o ganiza ion’s cul u e based on how i eac s o i s ex e -
nal business o p o essional en i onmen and how i add esses i s in e nal o ganiza ional s uc u e,
espec i ely. Mo e-o -less lexibili y e e s o a measu emen o an o ganiza ion’s capaci y o espond o
changes in i s en i onmen (came on & Quinn, 2006).
2.2.3.1. Clan.as s a ed by came on and Quinn (2006), O ganiza ional en i onmen s ha os e coope a ion
and iendliness p o ide he posi ion o clan cul u es which elabo a e, e e y o ganiza ion has s uc u es
ha en o ce he uni y o i s wo k o ce, managemen , employees, and, ul ima ely, i s clien s. he compe ing
alue amewo k’s in e nal and in eg a ion pa adigms se e as he ounda ion o clan cul u e. he
exp essions o clan cul u e also include eamwo k, ull employee in ol emen in he business, and
employee capabili y de elopmen .
came on and Quinn (2006) a gued ha he clan cul u e is a me hod o gaining he loyal y, in e es ,
and us o s a membe s, which has a posi i e impac on an o ganiza ion’s abili y o pe o m ac i i-
ies. he clan cul u e adhe es o he philosophy o el on Mayo and is based on managemen heo ies.
he s udy by Olum (2011) e ealed ha he encou agemen o in o mal g oups, a posi i e wo k en i-
onmen , employee engagemen , and eamwo k all con ibu e o highe p oduc i i y. acco ding o
albay ak and albay ak (2014), communica ion is c ucial in clan cul u e. in he clan cul u e, employe s
a e iewed as he pa en s and employees as he child en. ine ec i e clan communica ion os e s a
chao ic en i onmen . e ec i e communica ion bene i s bo h employe s and employees because i
enables employe s o communica e hei ision o employees, esol e in e nal con lic s, and add ess
a ious challenges. he concep s o clan and ma ke cul u es a e essen ially he same, bu he audience
is di e en because he ma ke cul u e is gea ed owa d cus ome s, while he clan ela ionship is o i-
en ed owa d employees.
2.2.3.2. Hie a chy.when an o ganiza ion is hough o as ha ing a hie a chy, he no ion o igid s uc u es
is b ough o he o e on . Owne s, op managemen , middle managemen , and me e wo ke s a e
di e en ca ego ies o employees in an o ganiza ion. his classi ica ion es ablishes he line o au ho i y
wi hin an o ganiza ion o ensu e wha , when, and how ac ions a e aken o aid he objec i e’s
achie emen . came on and Quinn (2006) a gued ha s uc u es imp o e s abili y, accu acy, eliabili y,
and consis ency. his imp o es he o ganiza ion’s in e nal s anda diza ion and he quali y o i s goods
and se ices.
2.2.3.3. Adhoc acy.came on and Quinn (2006) s a ed ha he keywo d in his cul u e is ‘ad hoc’, which
can be unde s ood o mean a empo a y way o unning an o ganiza ion. he impac o he business
en i onmen necessi a es lexibili y and in o mali y wi hin o ganiza ions. acco ding o wo all (2012),
adhoc acy se es as he ounda ion o cul u al change in o ganiza ions because o i s capaci y o
cOgen BUSineSS & ManageMen 5
en i onmen al adap a ion. his is no in ended o imply ha an o ganiza ion will comp omise on
any hing besides hose issues ha will gi e i a compe i i e edge o ad an age o e i als. came on
and Quinn (2006) indica ed ha adhoc acy’s achie emen can be seen in how o ganiza ions a e
adop ing new ideas.
2.2.3.4. Ma ke . he e m ‘ma ke ’ in he con ex o Oc is highly igu a i e and does no necessa ily e e
o a physical ma ke whe e buying and selling ake place. Op imizing p oduc ion cos s and maximizing
p o i is a undamen al ene o o ganiza ional managemen . he cu ing edge o o ganiza ions in oday’s
compe i i e business en i onmen is hei capaci y o compe e in he ma ke . acco ding o albay ak and
albay ak (2014), i an o ganiza ion is ocused on i s compe i i e bid, cus ome s should be he cen al
ocus. wi hou cus ome s, o ganiza ions canno succeed and will lose hei compe i i eness.
2.2.4. Re ised o ganiza ional cul u e p o ile (ROCP) model
O’Reilly e al. (1991) OcP was e ised by Sa os e al. (2005) unde he ollowing di e en hema ic a eas:
2.2.4.1. People cul u e. e en i an o ganiza ion is es ablished o make a p o i , unde s anding he
employees’ beha io al pa e ns is also c ucial o adap employees cen e ed s a egy. People-o ien ed
o ganiza ions s eng hen hei in e nal s uc u es by o e ing necessa y aining and de elopmen o
wo ke s, by implemen ing ewa d p og ams o acknowledge wo ke s’ con ibu ions, and by main aining
a iendly wo king en i onmen be ween managemen and employees (O’Reilly e  al., 1991).
2.2.4.2. Business cul u e. he key ea u e o a business-o ien ed o ganiza ion has become compe i ion.
Being ou o compe i ion would be s ange o an o ganiza ion because compe i ion mo i a es he
o ganiza ion o de ine i s quali ies. e ec i e o ganiza ions always se hemsel es as a benchma k o
o he s o ollow. O ganiza ions wi h he a o emen ioned cha ac e is ics a e e e ed o as ha ing a
business cul u e (Sa os e al., 2005).
2.2.4.3. En i onmen cul u e. acco ding o Mcauley e  al. (2007), O ganiza ions a e in oduced o ul ill
socie y’s mission. Some o ganiza ions p io i ize social esponsibili y o ul ill hei ai sha e o social
obliga ions. O ganiza ions a e also go e ned by en i onmen al o ces like legal, poli ical, and egula o y
p essu es. hus, an o ganiza ion can be classi ied as en i onmen ally o ien ed because o i s willingness
o add ess hese p essu es.
2.2.4.4. Adap a ion. he abili y o he o ganiza ion o espond o new de elopmen s o inno a ions in
he indus y is he main ocus o he adap a ion dimension (Mobley e al., 2005). his dimension e eals
he o ganiza ion’s openness o al e ing i s p ac ices o beha io s, i s ocus on he cus ome , and i s
cul u e o lea ning. as came on and Quinn (2006) s a ed, his dimension can be e e ed o as he
o ganiza ion’s willingness o ake a isk based on i s compe ing alue.
2.2.4.5. Consis ency.O ganiza ions a e well-shaped as a esul o he di icul ies hey ace in ca ying ou
hei mission. Howe e , a success ul app oach o p oblem-sol ing can become a bene i ha he
o ganiza ion and i s membe s sha e. in his dimension, in e nal s uc u es a e s essed, which conside
eaching a consensus and making su e ha all depa men al goals line up wi h he o e all objec i e o
he o ganiza ion (Denison & Mish a, 1995).
2.2.4.6. Mission. he o ganiza ional goals, isions, and s a egic plans di ec he o ganiza ion’s pa h
(Denison & Mish a, 1995). his dimension con ends ha o ganiza ions can be ca ego ized acco ding o
how s ongly hey place a ocus on achie ing hei objec i es. he mission dimension s eng hens he
s abili y o o ganiza ions and di ec ly a ec s hem because i de e mines how, when, and in wha
ac i i ies hey can engage.
2.2.4.7. In ol emen . his dimension is cha ac e ized by de eloping, equipping, and main aining he
wo k o ce o he o ganiza ion h ough pa icipa ion, collabo a ion, and capaci y building (Denison &
Mish a, 1995; Mobley e  al., 2005).
6 a. aDeSSe BOgale anD K. l. DeBela
2.2.5. Beha iou al No ms Model
he Beha io al no ms Model is a widely ecognized amewo k o unde s anding o ganiza ional cul u e.
acco ding o his model, o ganiza ional cul u e is shaped by beha io al no ms ha guide employee
ac ions and in e ac ions wi hin he o ganiza ion. hese beha io al no ms a e he sha ed expec a ions
and alues ha de ine how indi iduals should beha e in he wo kplace (cooke & Rousseau, 1988).
Resea ch has shown ha he Beha io al no ms Model can ha e a signi ican impac on o ganiza ional
ou comes. Fo example, a s udy by came on and Quinn (2006) ound ha o ganiza ions wi h a s ong
cul u e cha ac e ized by clea beha io al no ms had highe le els o employee sa is ac ion and commi -
men . his sugges s ha when employees unde s and and in e nalize he beha io al no ms o an o ga-
niza ion, hey a e mo e likely o engage in beha io s ha con ibu e o o ganiza ional e ec i eness.
he Beha io al no ms Model also highligh s he ole o leade ship in shaping o ganiza ional cul u e.
Schein (1992) a gues ha leade s play a c i ical ole in es ablishing and ein o cing beha io al no ms
wi hin an o ganiza ion. h ough hei ac ions and communica ion, leade s can in luence he alues and
expec a ions ha guide employee beha io .
in summa y, he Beha io al no ms Model emphasizes he impo ance o sha ed beha io al no ms in
shaping o ganiza ional cul u e. Unde s anding and aligning wi h hese no ms can lead o posi i e ou -
comes, such as inc eased employee sa is ac ion and commi men .
2.2.6. Model o O ganiza ional Cul u e and E ec i eness
he Model o O ganiza ional cul u e and e ec i eness p o ides a comp ehensi e amewo k o examin-
ing he ela ionship be ween o ganiza ional cul u e and o ganiza ional e ec i eness (Denison, 1990). his
model sugges s ha ce ain cul u al cha ac e is ics can enhance o hinde an o ganiza ion’s abili y o
achie e i s goals.
he model iden i ies ou key dimensions o o ganiza ional cul u e: in ol emen , consis ency, adap -
abili y, and mission. in ol emen e e s o he ex en o which employees a e engaged and pa icipa e
in decision-making p ocesses. consis ency e e s o he deg ee o alignmen and coo dina ion among
di e en pa s o he o ganiza ion. adap abili y e e s o he o ganiza ion’s abili y o espond and adap
o changes in he ex e nal en i onmen . Mission e e s o he cla i y and alignmen o o ganiza ional
goals and alues.
he Model o O ganiza ional cul u e and e ec i eness also highligh s he impo ance o i be ween
o ganiza ional cul u e and he ex e nal en i onmen . O ganiza ions ha a e able o align hei cul u e
wi h he demands o he ex e nal en i onmen a e mo e likely o achie e high le els o e ec i eness
(Denison, 1990).
Ou s udy aims o comp ehensi ely examine he landscape o o ganiza ional cul u e and o e ec i ely
accomplish his ask, i is essen ial o in eg a e and explo e a ious o ganiza ional cul u e models. he link
be ween hese models lies in hei complemen a y pe spec i es, each p o iding unique insigh s in o di -
e en ace s o o ganiza ional cul u e. Fi s ly, Ho s ede’s model delinea es key dimensions o o ganiza-
ional cul u e, such as p ocess s. esul s o ien a ion, job s. employee o ien a ion, p o essional s. pa ochial
pe spec i e, open s. closed sys ems, igh s. loose con ol, and p agma ic s. no ma i e app oaches.
hese dimensions o e a ounda ional unde s anding o cul u al a ia ions wi hin o ganiza ions. Secondly,
he OcP model, alongside i s e ision, he ROcP model, delinea es o ganiza ional cul u es based on p o-
iles, such as inno a ion, s abili y, espec o people, ou come o ien a ion, a en ion, eam, and agg es-
sion, as well as hema ic a eas like people cul u e, business cul u e, en i onmen cul u e, adap a ion,
consis ency, mission, and in ol emen . hese p o iles and dimensions p o ide a nuanced iew o o gani-
za ional cul u es, ocusing on aspec s, such as adap abili y, employee ela ions, and alignmen wi h ex e -
nal demands. hi dly, he Ocai o e s a amewo k ca ego izing cul u es in o clan, ma ke , adhoc acy, and
hie a chy ypologies, assessing hei ex e nal-in e nal dimensions and lexibili y le els. his amewo k p o-
ides a s uc u ed app oach o e alua ing cul u al dynamics wi hin o ganiza ions, emphasizing lexibili y
and esponsi eness o en i onmen al changes. Fou hly, he Beha io al no ms Model elucida es he ole
o sha ed beha io al no ms in shaping o ganiza ional cul u e, unde sco ing hei impac on employee
beha io and o ganiza ional ou comes. las ly, he Model o O ganiza ional cul u e and e ec i eness o e s
a comp ehensi e amewo k linking cul u al dimensions, such as in ol emen , consis ency, adap abili y,
cOgen BUSineSS & ManageMen 7
and mission o o ganiza ional e ec i eness, highligh ing he impo ance o alignmen be ween cul u e
and ex e nal demands. By in eg a ing hese di e se models, he sys ema ic li e a u e e iew can p o ide
a holis ic unde s anding o o ganiza ional cul u e, en iching schola ly discou se and in o ming p ac ical
in e en ions in o ganiza ional se ings.
3. Me hods and me hodology
3.1. S udy design
a sys ema ic li e a u e e iew design was used in his s udy ollowing he guidelines o Paul and c iado
(2020). he e a e a ious ypes o sys ema ic li e a u e e iews, including s uc u ed e iews,
amewo k-based e iews, bibliome ic e iews, and me a-analysis e iews. among hese e iew me hods,
we p e e ed he s uc u ed e iew me hod o p ope ly unde s and Oc, iden i y ends, and d aw any
gaps in he exis ing li e a u e. his s a egy is ad an ageous because i enables he e iewe o ecognize
and emphasize he heo ies and s uc u es equen ly applied in Oc esea ch (Kunisch e al., 2015). his
s udy also used he h ee-s age sys ema ic e iew app oaches in oduced by an ield e  al. (2003): (1)
ou lining he e iew’s objec i es in i s planning phase; (2) e iewing he ele an a icles; and (3) epo -
ing he indings.
3.2. Da a collec ion
we ollowed he P e e ed Repo ing i ems o Sys ema ic Re iews and Me a-analyses (PRiSMa) guide-
lines o conduc ou s udy. he s udy used some inclusion and exclusion c i e ia o sc een he mos
ele an s udies. he inclusion c i e ia include sea ch bounda y, ime o publica ion, language, and sea ch
s ing. he sea ch bounda y was de e mined by ocusing on academic jou nals in o ganiza ion, manage-
men , and business. he sea ch was limi ed o pee - e iewed a icles published by english language in
he pas 9 yea s ( om Janua y 2014–Decembe 2022). he sea ch s ing was used as inclusion c i e ia by
ocusing on he heme o ‘Oc’. he exclusion c i e ia include ele ance, quali y, and duplica ion. i was
done by eading he abs ac s and conclusions o downloaded a icles om epu able da abases, such
as Science Di ec , else ie , aylo & F ancis, JS OR, eme ald, Sp inge , wiley, Sage, and google Schola .
he ele ance was de e mined by deciding whe he a icles i he used keywo ds. he de ined keywo ds
o he sea ch we e ‘O ganiza ional’, ‘business’, and ‘wo k’. hese e ms we e c oss- e e enced wi h he
e m’s ‘cul u e’, ‘clima e’, ‘no ms’, ‘ alue’, and ‘p ac ices’. o ensu e quali y, he s udy excluded unpublished
a icles, wo king pape s, and con e ence pape s. Duplica ed a icles we e excluded by assigning codes o
each a icle and by manual de ec ion. he a icle sc eening p ocedu e is summa ized in Figu e 1.
3.3. Da a analysis
in his s udy, desc ip i e and hema ic con en analysis was used o add ess p ede e mined e iew ques-
ions. he desc ip i e analysis p o ides eade s wi h a b ie backg ound on he e iewed a icles by p e-
sen ing he esul s h ough abula ion, cha s and desc ibing he s udy’s cha ac e is ics ( an ield e  al.,
2003). Mo eo e , hema ic con en analysis was used as a me hod o da a analysis in his s udy. he
esea che s i s manually encode he main issues add essed in he selec ed a icles, and hen an in e -
p e a i e app oach is used o analyze he esul s o he s udy.
4. Resul s
4.1. Types o esea ch
he below pie cha (Figu e 2) shows he esea ch me hods used in selec ed pape s. Based on he esul s,
s udies we e di ided in o ou ca ego ies: quan i a i e empi ical esea ch (37%), quali a i e empi ical
esea ch (33%), mixed empi ical esea ch (17%), and heo e ical esea ch (13%). we e i ied ha 87% o
he s udies we e empi ical in es iga ions.
14 a. aDeSSe BOgale anD K. l. DeBela
Mo eo e , while dimensions ocus on in e nal o ganiza ional dynamics, o ien a ions acknowledge he
in luence o b oade socie al and en i onmen al ac o s on o ganiza ional cul u e. Fo ins ance, sys em
o ien a ion may e lec cul u al alues ela ed o hie a chical s uc u es and indi idual esponsibili y,
which could be in luenced by socie al no ms and expec a ions beyond he o ganiza ion i sel .
5. Discussions
he sys ema ic e iew e ealed a comp ehensi e o e iew o he esea ch landscape on o ganiza ional
cul u e. no ably, he majo i y o he s udies (87%) employed empi ical me hods, wi h quan i a i e (37%)
and quali a i e (33%) esea ch being p edominan . his indica es a obus ounda ion o unde s anding
o ganiza ional cul u e based on eal-wo ld obse a ions and expe iences. he inc easing end in publi-
ca ions since 2018, peaking in 2021 and 2022, sugges s a g owing schola ly in e es in con empo a y
o ganiza ional cul u e. his su ge may be a ibu ed o he e ol ing na u e o wo k en i onmen s and
he ecogni ion o o ganiza ional cul u e as a c i ical ac o in o ganiza ional success.
he iden i ied o ganiza ional cul u e dimensions e lec he mul i ace ed na u e o his cons uc . he
mos equen ly used dimensions include inno a ion cul u e, eamwo k cul u e, esul -o ien ed cul u e,
masculini y, and in ol emen , among o he s. Howe e , he lack o consensus on he inclusion o speci ic
dimensions ac oss s udies unde sco es he complexi y and subjec i i y in de ining o ganiza ional cul u e.
he di e se pe spec i es indica e ha o ganiza ional cul u e is a nuanced concep in luenced by a ious
ac o s and is open o in e p e a ion.
he unc ionali y pe spec i e emphasizes en i onmen al ac o s as p ima y d i e s o o ganiza ional
cul u e. he indings highligh he impac o ex e nal h ea s, ma ke changes, ules and egula ions,
indus y cha ac e is ics, and echnology on shaping o ganiza ional cul u es. no ably, he ecen in es i-
ga ion in o he e ec s o e en s like he cO iD-19 pandemic on o ganiza ional cul u es e lec s he
dynamic na u e o hese in luences. he indings unde sco e he adap i e na u e o o ganiza ions, align-
ing hei cul u es wi h ex e nal challenges and oppo uni ies.
he leade - ai pe spec i e p o ides aluable insigh s in o how leade ship quali ies, including pe son-
ali y, alues, and demog aphic a ibu es, con ibu e o o ganiza ional cul u e. ceOs, in pa icula , eme ge
as pi o al igu es whose ai s shape o ganiza ional alues and beha io s. his pe spec i e emphasizes
he in luen ial ole o leade s in se ing he one o o ganiza ional cul u e, ein o cing he idea ha
leade ship is a c ucial ac o in cul i a ing a desi ed o ganiza ional cul u e.
he cul u al ans e pe spec i e in oduces he idea ha leade s b ing cul u al expe iences om hei
p e ious posi ions, impac ing he cul u e o hei cu en o ganiza ion. his highligh s he in e connec -
edness o o ganiza ional cul u es ac oss di e en con ex s and he ole o leade ship ansi ions in cul-
u al con inui y o change. Unde s anding hese dynamics is essen ial o o ganiza ions seeking o
manage and le e age cul u al ans e du ing leade ship ansi ions.
he iden i ied cul u al o ien a ions—wo kplace, business, sys em, and g oup o ien a ions—o e a
nuanced unde s anding o he di e se aspec s con ibu ing o o ganiza ional cul u e. wo kplace o ien a-
ion, encompassing ai ness, ole ance, and oppo uni ies o p o essional g ow h, e lec s he
employee-cen ic aspec s o o ganiza ional cul u e. Business o ien a ion emphasizes inno a ion and esul s,
aligning o ganiza ional cul u e wi h s a egic goals. Sys em o ien a ion highligh s he s uc u al and hie -
a chical aspec s, while g oup o ien a ion unde sco es he impo ance o eamwo k and collabo a ion.
in sum, he indings om he sys ema ic e iew, o e a deepe unde s anding o o ganiza ional cul-
u e’s dimensions, pe spec i es, and o ien a ions. he nuanced insigh s p o ided pa e he way o u he
explo a ion and applica ion in bo h academic and p ac ical con ex s.
6. Implica ions
he implica ions de i ed om his sys ema ic e iew signi ican ly con ibu e o ad ancing he p ac ical,
heo e ical, and me hodological unde s anding o ecen Oc publica ions. Ou s udy no only e alua es
he p esen s a e o Oc bu also p o ides insigh s in o eme ging ends, add essing a c i ical gap in he
exis ing li e a u e. o enhance he con en , we explici ly emphasize he need o u u e esea ch endea -
o s o del e deepe in o speci ic a eas unco e ed in ou e iew, os e ing a mo e nuanced unde s anding

cOgen BUSineSS & ManageMen 15
o he complexi ies wi hin o ganiza ional cul u e and laying he g oundwo k o mo e a ge ed
in es iga ions.
On a p ac ical le el, ou esea ch assumes a c ucial ole in aiding o ganiza ions in decision-making
p ocesses ela ed o hei cul u al dynamics. By elucida ing key aspec s o Oc, ou indings empowe
manage s o make in o med choices, con ibu ing o he de elopmen o obus o ganiza ional cul u e
s a egies. in esponse o he commen s ecei ed, we ha e u he emphasized he p ac ical implica ions
o ou wo k, illus a ing i s immedia e ele ance and applicabili y in eal-wo ld o ganiza ional con ex s.
Fu he mo e, ou s udy now places a heigh ened emphasis on he manage ial unde s anding o o ga-
niza ional cul u e, illus a ing how ou indings can s imula e i ms o p oac i ely o mula e and imple-
men e ec i e Oc s a egies. By inco po a ing his emphasis, ou manusc ip encou ages o ganiza ions
o no only ecognize he impo ance o cul u e bu also o ac i ely engage in cul i a ing and adap ing
hei cul u al amewo k o align wi h e ol ing needs and objec i es.
in addi ion o hese e inemen s, ou sys ema ic e iew now p o ides an en iched explo a ion o how
cul u e is c ea ed and changed wi hin o ganiza ions. his nuanced analysis del es in o he unde lying
mechanisms and d i e s, shedding ligh on he dynamic p ocesses ha shape and eshape o ganiza ional
cul u e o e ime.
7. Conclusion
in unde aking his comp ehensi e sys ema ic e iew and me a-analysis o Oc, we ha e endea o ed o
p o ide a nuanced unde s anding o c i ical ac o s pe aining o Oc. Spanning a b oad ime ange om
2014 o 2023, ou e iew d aws om a di e se a ay o da abases and jou nals, unde sco ing he ho -
oughness o ou explo a ion. Ou commi men o me hodological igo is e iden in he sys ema ic
app oach applied o li e a u e selec ion and analysis, enhancing he c edibili y o ou indings and con-
ibu ing o he eliabili y o he insigh s p esen ed.
By add essing he agmen a ion in o ganiza ional cul u e li e a u e, ou s udy ep esen s a no el con-
ibu ion, upda ing he ield since he las majo e iew. Ou key indings illumina e he p o ound impac
o Oc on employee beha io , wo kplace dynamics, and o ganiza ional ea men . no ewo hy Oc dimen-
sions, including inno a ion, eamwo k, esul o ien a ion, masculini y, in ol emen , and powe dis ance,
eme ge as ecu en ocal poin s in he li e a u e.
i is c ucial, howe e , o acknowledge he limi a ions inhe en in ou e iew p ocess and he s udies
unde conside a ion. Recognizing he po en ial o biases in oduced by he scope o ou li e a u e sea ch
and he a iabili y in s udy quali y, we emain anspa en abou hese cons ain s. we encou age eade s
o in e p e ou indings wi h a nuanced unde s anding o hese limi a ions. Fu he mo e, we emphasize
he p ac ical implica ions o ou s udy, o e ing guidance o u u e esea ch and p ac ice in o ganiza-
ional cul u e. By sys ema ically add essing gaps and consolida ing insigh s, his e iew se es as a alu-
able esou ce o shaping he ajec o y o bo h schola ly inqui ies and p ac ical implemen a ions in he
ealm o o ganiza ional cul u e.
8. Fu u e esea ch agenda
in ecognizing i s con ibu ions, his s udy unde sco es i s limi a ions and pu s o h di ec ions o u u e
esea ch. o u he enhance ou unde s anding o Oc, i is ad isable o in eg a e exis ing knowledge,
he eby con ibu ing o he de elopmen o a mo e comp ehensi e Oc heo y while add essing conce ns
ela ed o alidi y and eliabili y. a enues o explo a ion in u u e s udies include del ing in o di e se
cul u al s uc u es, esol ing challenges associa ed wi h leade s’ p io expe iences, and inco po a ing a
b oade spec um o cul u al con ex s.
in building upon he ounda ion laid by his esea ch, i is c ucial o u u e sys ema ic e iews o
iden i y and add ess any gaps in he exis ing li e a u e. compa a i e s udies, pa icula ly in de eloping
coun ies, p esen a p omising a enue o expanding awa eness and en iching ou unde s anding o Oc
dynamics. Mo eo e , in es iga ing he in ica e associa ion be ween Oc and inancial pe o mance
dese es dedica ed a en ion in u u e esea ch endea o s. By emb acing hese sugges ions, esea che s
can con ibu e o he e inemen and ad ancemen o ou comp ehension o o ganiza ional cul u e.
16 a. aDeSSe BOgale anD K. l. DeBela
9. Limi a ions o he s udy
Despi e i s s eng hs, his sys ema ic e iew has limi a ions. he exclusion o p e-2014 con ibu ions and
he eliance on nine da abases and english-language a icles limi i s scope. he keywo d-based sea ch
may ha e missed ele an concep s. Fu u e esea ch can o e come hese limi a ions by b oadening
sea ch c i e ia and employing addi ional da abases. Subjec i i y in he con en analysis could be mi i-
ga ed using sys ema ic e iew so wa e ools, such as he ecommended ‘alces e so wa e’.
Au ho con ibu ions
addisalem adesse Bogale collabo a ed closely in concep ualizing and s uc u ing he sys ema ic e iew, ac i ely
pa icipa ing in da a analysis and in e p e a ion, p o iding c i ical eedback and e isions o enhance cla i y and
cohe ence, and sha ing accoun abili y o he in eg i y and accu acy o he esea ch. Kenenisa lemi Debela con-
cei ed and designed he e iew, including o mula ing esea ch ques ions and selec ion c i e ia, conduc ing da a
analysis, d a ing he manusc ip , and add essing iden i ied gaps and challenges wi hin he ield. Bo h au ho s join ly
conduc ed da a analysis and in e p e a ion, d a ed he pape , and c i ically e ised i . Bo h au ho s p o ided inal
app o al o he published e sion and ag eed o be accoun able o all aspec s o he wo k.
Disclosu e s a emen
no po en ial con lic o in e es was epo ed by he au ho (s).
Funding
he au ho (s) ecei ed no inancial suppo o he esea ch, au ho ship, and/o publica ion o his a icle.
Abou he au ho s
Addisalem Tadesse Bogale is cu en ly pu suing a PhD a he Depa men o Managemen , college o Business and
economics, Jimma Uni e si y, e hiopia. He ob ained his Mas e o Business adminis a ion (MBa) om Jimma
Uni e si y and his Bachelo o a s deg ee in Managemen om addis ababa Uni e si y, bo h in e hiopia. wi h a
keen in e es in academia, addisalem has con ibu ed signi ican ly o schola ly discou se, ha ing published 11 a i-
cles in in e na ional jou nals. addi ionally, he has sha ed his expe ise by eaching managemen cou ses a ambo
Uni e si y’s woliso campus, alongside a ious p i a e uni e si ies and colleges.
D . Kenenisa Lemi Debela is an associa e P o esso o Managemen a Jimma Uni e si y, college o Business and
economics, Depa men o Managemen . D . Kenenisa pu sued his Ba deg ee in accoun ing and Finance and Mas e s
o Business adminis a ion (MBa) om Jimma Uni e si y in 2006 and 2010 espec i ely and PhD in Managemen
S udies om Punjabi Uni e si y, india in 2016. D . Kenenisa lemi is engaging in eaching and lea ning, esea ch and
communi y se ice endea o s. He Publish 41 a icles a na ional and in e na ional Jou nals. D . Kenenisa was engag-
ing in adminis a i e ac i i ies as head o he depa men o accoun ing and Finance, e hics o ice , ice Dean, Dean
o he college o Business and economics and ice P esiden o adminis a ion and S uden s’ a ai s o Jimma
Uni e si y. D . Kenenisa is a coo dina o and co-Pi o SUS ain P ojec , a collabo a i e p ojec be ween Jimma
Uni e si y, Mizumbe Uni e si y and no wegian Business School.
ORCID
addisalem adesse Bogale h p://o cid.o g/0000-0002-7873-1669
Kenenisa lemi Debela h p://o cid.o g/0009-0006-2684-9100
Da a a ailabili y s a emen
he da a associa ed wi h his manusc ip is publicly a ailable and can be accessed h ough he online da abase
namely: Science Di ec , Else ie , Taylo & F ancis, JSTOR, Eme ald, Sp inge , Wiley, SAGE, and Google Schola . Resea che s
and in e es ed pa ies a e encou aged o e ie e he da a om his eposi o y o u he analysis and e i ica ion.
Re e ences
abdalla, w., Su esh, S., & Renukappa, S. (2020). Managing knowledge in he con ex o sma ci ies: an o ganiza ion-
al cul u al pe spec i e. Jou nal o En ep eneu ship, Managemen and Inno a ion, 16(4), 1–21. h ps://doi.
o g/10.7341/20201642
cOgen BUSineSS & ManageMen 17
ahn, H. J., & Hee, S. (2019). Rela ionship be ween o ganiza ional cul u e and job sa is ac ion among Ko ean nu ses:
a me a-analysis. Jou nal o Ko ean Academy o Nu sing Adminis a ion, 25(3), 157–166. h ps://doi.o g/10.11111/jka-
na.2019.25.3.157
akha an, P., Sanjaghi, M. e., Rezaeenou , J., & Ojaghi, H. (2014). examining he ela ionships be ween o ganiza ional
cul u e, knowledge managemen and en i onmen al esponsi eness capabili y. VINE, 44(2), 228–248. h ps://doi.
o g/10.1108/ ine-07-2012-0026
albay ak, g., & albay ak, U. (2014). O ganiza ional cul u e app oach and e ec s on u kish cons uc ion sec o .
APCBEE P ocedia, 9, 252–257. h ps://doi.o g/10.1016/j.apcbee.2014.01.045
al esson, M. (2002). Unde s anding o ganiza ional cul u e. Sage Publica ions l d.
ande son, n., Po očnik, K., Zhou, J., Po ocnik, K., & Zhou, J. (2014). inno a ion and c ea i i y in o ganiza ions: a
s a e-o - he-science e iew, p ospec i e commen a y, and guiding amewo k. Jou nal o Managemen , 40(5), 1297–
1333. h ps://doi.o g/10.1177/0149206314527128
a uahene, B. ., & Baiden, B. K. (2018). O ganiza ional cul u e o ghanaian cons uc ion i ms. In e na ional Jou nal o
Cons uc ion Managemen , 18(2), 177–188. h ps://doi.o g/10.1080/15623599.2017.1301043
azeem, M., ahmed, M., Haide , S., & Sajjad, M. (2021). echnology in Socie y expanding compe i i e ad an age
h ough o ganiza ional cul u e, knowledge sha ing and o ganiza ional inno a ion. Technology in Socie y, 66(June),
101635. h ps://doi.o g/10.1016/j. echsoc.2021.101635
Bagga, S. K., ge a, S., & Haque, S. n. (2022). he media ing ole o o ganiza ional cul u e: ans o ma ional leade ship
and change managemen in i ual eams. Asia Paci ic Managemen Re iew, 28(2), 120–131. h ps://doi.o g/10.1016/j.
apm .2022.07.003
Bai d, K., Su, S., & ung, a. (2018). O ganiza ional cul u e and en i onmen al ac i i y managemen . Business S a egy
and he En i onmen , 27(3), 403–414. h ps://doi.o g/10.1002/bse.2006
Belay, H. a., Hailu, F. K., & Sinshaw, g. . (2023). linking in e nal s akeholde s’ p essu e and co po a e social espon-
sibili y (cSR) p ac ices: he mode a ing ole o o ganiza ional cul u e. Cogen Business & Managemen , 10(2), 1–22.
h ps://doi.o g/10.1080/23311975.2023.2229099
Belias, D., & Kous elios, a. (2014). O ganiza ional cul u e and job sa is ac ion: a e iew. In e na ional Re iew o
Managemen and Ma ke ing, 4(2), 132–149.
Bhuiyan, F., Bai d, K., & Muni , R. (2020). he associa ion be ween o ganisa ional cul u e, cSR p ac ices and o ganisa-
ional pe o mance in an eme ging economy. Medi a i Accoun ancy Resea ch, 28(6), 977–1011. h ps://doi.
o g/10.1108/MeDaR-09-2019-0574
Bilan, S., Šuleř, P., Sk ynnyk, O., K ajňáko á, e., & asilye a, . (2022). Sys ema ic bibliome ic e iew o a i icial in el-
ligence echnology in o ganiza ional managemen , de elopmen , change and cul u e. Business: Theo y and P ac ice,
23(1), 1–13. h ps://doi.o g/10.3846/b p.2022.13204
Binde , c. (2016). in eg a ing o ganiza ional-cul u al alues wi h pe o mance managemen . Jou nal o O ganiza ional
Beha io Managemen , 36(2–3), 185–201. h ps://doi.o g/10.1080/01608061.2016.1200512
Bo olo i, ., Bosca i, S., & Danese, P. (2015). Success ul lean implemen a ion: O ganiza ional cul u e and so lean
p ac ices. In e na ional Jou nal o P oduc ion Economics, 160, 182–201. h ps://doi.o g/10.1016/j.ijpe.2014.10.013
Bosi e, D. O., & Kinyua, g. M. (2022). indus y s uc u e as an an eceden o o ganiza ional pe o mance: a e iew o
li e a u e. The In e na ional Jou nal o Business & Managemen , 10(4), 136–148. h ps://doi.o g/10.24940/ hei-
jbm/2022/ 10/i4/BM2204-021
Bowe s, M. R., Hall, J. R., & S ini asan, M. M. (2017). O ganiza ional cul u e and leade ship s yle: he missing combi-
na ion o selec ing he igh leade o e ec i e c isis managemen . Business Ho izons, 60(4), 551–563. h ps://doi.
o g/10.1016/j.busho .2017.04.001
Bukoye, O. ., & abdul ahman, a. H. (2022). O ganiza ional cul u e ypologies and s a egy implemen a ion: lessons
om nige ian local go e nmen . Policy S udies, 44(3), 316–335. h ps://doi.o g/10.1080/01442872.2022.2051467
Büschgens, ., Bausch, a., & Balkin, D. B. (2013). O ganiza ional cul u e and inno a ion: a me a-analy ic e iew. Jou nal
o P oduc Inno a ion Managemen , 30(4), 763–781. h ps://doi.o g/10.1111/jpim.12021
Bwonya, J. e., Ma in, O., & Okeyo, w. O. (2020). leade ship s yle, o ganiza ional cul u e and pe o mance: a c i ical
li e a u e e iew. Jou nal o Human Resou ce & Leade ship, 4(2), 48–69.
came on, K. S., & Quinn, R. e. (2006). Mechanism o ecombinan human g ow h ho mone accele a ing bu n wound
healing in bu n pa ien s. Chinese Jou nal o Bu ns, 16(1), 22–25.
ca alho, a. M., Sampaio, P., Reben isch, e., McManus, H., ca alho, J. Á., & Sa ai a, P. (2023). Ope a ional excellence,
o ganiza ional cul u e, and agili y: B idging he gap be ween quali y and adap abili y. To al Quali y Managemen
& Business Excellence, 34(11–12), 1598–1628. h ps://doi.o g/10.1080/14783363.2023.2191844
cascio, w. F., & Mon ealeg e, R. (2016). How echnology is changing wo k and o ganiza ions. Annual Re iew o O ganiza ional
Psychology and O ganiza ional Beha io , 3(1), 349–375. h ps://doi.o g/10.1146/annu e -o gpsych-041015-062352
chang, c. l., Hsing., & lin, . c. (2015). he ole o o ganiza ional cul u e in he knowledge managemen p ocess.
Jou nal o Knowledge Managemen , 19(3), 433–455. h ps://doi.o g/10.1108/JKM-08-2014-0353
cha man, J. a., & O’Reilly, c. a. (2016). Pa adigm los : Rein igo a ing he s udy o o ganiza ional cul u e. Resea ch in
O ganiza ional Beha io , 36, 199–224. h ps://doi.o g/10.1016/j. iob.2016.11.004
cicea, c., Țu lea, c., Ma inescu, c., & Pin ilie, n. (2022). O ganiza ional cul u e: a concep cap i e be ween de e mi-
nan s and i s own powe o in luence. Sus ainabili y, 14(4), 2021. h ps://doi.o g/10.3390/su14042021
18 a. aDeSSe BOgale anD K. l. DeBela
cooke, R. a., & Rousseau, D. M. (1988). Beha io al no ms and expec a ions: a quan i a i e app oach o he assessmen
o o ganiza ional cul u e. G oup & O ganiza ion S udies, 13(3), 245–273. h ps://doi.o g/10.1177/105960118801300302
co es, S., and es, M., co es, F., & He mann, P. (2021). Sha ing s a egic decisions: ceO humili y, M decen aliza-
ion, and e hical cul u e. Jou nal o Business E hics, 178(1), 241–260. h ps://doi.o g/10.1007/s10551-021-04766-8
Dai, J., chan, H. K., & Yee, R. w. Y. (2018). examining mode a ing e ec o o ganiza ional cul u e on he ela ionship
be ween ma ke p essu e and co po a e en i onmen al s a egy. Indus ial Ma ke ing Managemen , 74(June 2017),
227–236. h ps://doi.o g/10.1016/j.indma man.2018.05.003
Denison, D. R. (1990). co po a e cul u e and o ganiza ional e ec i eness. in Co po a e cul u e and o ganiza ional e -
ec i eness (pp. x ii, 267–x ii, 267). John wiley & Sons.
Denison, D. R., & Mish a, a. K. (1995). owa d a heo y o o ganiza ional cul u e and e ec i eness. O ganiza ion
Science, 6(2), 204–223. h ps://doi.o g/10.1287/o sc.6.2.204
Denison, D. R., Mish a, a. K., Science, O., & ap , n. M. (2015). owa d a heo y o o ganiza ional cul u e and e ec i e-
ness owa d a heo y o o ganiza ional cul u e and e ec i eness. O ganiza ion Science, 6(2), 204–223. h ps://doi.
o g/10.1287/o sc.6.2.204
Denison, D., nieminen, l., & Ko ba, l. (2012). Diagnosing o ganiza ional cul u es: a concep ual and empi ical e iew
o cul u e e ec i eness su eys. Eu opean Jou nal o Wo k and O ganiza ional Psychology, 23(1), 145–161. h ps://
doi.o g/10.1080/1359432X.2012.713173
Deyne , D., & an ield, D. (2009). P oducing a sys ema ic e iew. in D. a. Buchanan & a. B yman (eds.), The Sage
handbook o o ganiza ional esea ch me hods (pp. 671–689). Sage Publica ions l d.
elsbach, K. D., & S igliani, i. (2018). Design hinking and o ganiza ional cul u e: a e iew and amewo k o u u e
esea ch. Jou nal o Managemen , 44(6), 2274–2306. h ps://doi.o g/10.1177/0149206317744252
galea, n., Powell, a., loosemo e, M., & chappell, l. (2020). he gende ed dimensions o in o mal ins i u ions in he
aus alian cons uc ion indus y. Gende , Wo k & O ganiza ion, 27(6), 1214–1231. h ps://doi.o g/10.1111/gwao.12458
gel and, M. J., & e ez, M. (2017). c oss-cul u al indus ial o ganiza ional psychology and o ganiza ional beha io : a
hund ed-yea jou ney. The Jou nal o Applied Psychology, 102(3), 514–529. h ps://doi.o g/10.1037/apl0000186
gi huku, g. K., Kinyua, g., & Muchemi, a. (2022). lea ning o ganiza ion cul u e and i m pe o mance: a e iew o li e -
a u e. In e na ional Jou nal o Manage ial S udies and Resea ch, 10(2), 38–50. h ps://doi.o g/10.20431/2349-0349.1002005
g oysbe g, B., lee, J., P ice, J., & cheng, J. Y. (2018). he leade ’s guide o co po a e cul u e: how o manage he eigh
c i ical elemen s o o ganiza ional li e. Ha a d Business Re iew, 96, 44–52.
Hald, e. J., gillespie, a., & Reade , . w. (2020). causal and co ec i e o ganisa ional cul u e: a sys ema ic e iew o case
s udies o ins i u ional ailu e. Jou nal o Business E hics, 174(2), 457–483. h ps://doi.o g/10.1007/s10551-020-04620-3
Hällg en, M., Rouleau, l., & Rond, M. de. (2018). a ma e o li e o dea h: How ex eme con ex esea ch ma e s o
managemen and o ganiza ion s udies. Academy o Managemen Annals, 12(1), 111–153. h ps://doi.o g/10.5465/
annals.2016.0017
Ha dcop , R., liu, g. (.,)Jason, R., Shah, g., & R., Shah. (2021). lean p oduc ion and ope a ional pe o mance: he in-
luence o o ganiza ional cul u e. In e na ional Jou nal o P oduc ion Economics, 235(Ma ch 2020), 108060. h ps://
doi.o g/10.1016/j.ijpe.2021.108060
Ha ing on, J. R., & gel and, M. J. (2014). igh ness-looseness ac oss he 50 uni ed s a es. P oceedings o he Na ional
Academy o Sciences o he Uni ed S a es o Ame ica, 111(22), 7990–7995. h ps://doi.o g/10.1073/pnas.1317937111
Ho s ede, g. (2011). Dimensionalizing cul u es: he Ho s ede model in con ex . Online Readings in Psychology and
Cul u e, 2(1). h ps://doi.o g/10.9707/2307-0919.1014
Hogan, S. J., & coo e, l. . (2014). O ganiza ional cul u e, inno a ion, and pe o mance: a es o Schein’s model.
Jou nal o Business Resea ch, 67(8), 1609–1621. h ps://doi.o g/10.1016/j.jbus es.2013.09.007
Hosseini, S. H., Hajipou , e., Ka ashpoo , a., & Da ikandeh, a. (2020). he media ing e ec o o ganiza ional cul u e
in he ela ionship o leade ship s yle wi h o ganiza ional lea ning. Jou nal o Human Beha io in he Social
En i onmen , 30(3), 279–288. h ps://doi.o g/10.1080/10911359.2019.1680473
Hussain, i., Muj aba, g., Shaheen, i., ak am, S., & a shad, a. (2022). an empi ical in es iga ion o knowledge manage-
men , o ganiza ional inno a ion, o ganiza ional lea ning, and o ganiza ional cul u e: examining a mode a ed me-
dia ion model o social media echnologies. Jou nal o Public A ai s, 22(3), 1–9. h ps://doi.o g/10.1002/pa.2575
iii, c. a. O. R., caldwell, D. F., cha man, J. a., & Doe , B. (2014). he p omise and p oblems o o ganiza ional cul u e:
ceO pe sonali y, cul u e, and i m pe o mance. G oup & O ganiza ion Managemen , 39(6), 595–625. h ps://doi.
o g/10.1177/1059601114550713
ipinaza , a., Za abei ia, e., Ma ia, R., Bel e , R., & Ma inez-de-aleg ía, i. (2021). O ganiza ional cul u e ans o ma ion
model: owa ds a high pe o mance o ganiza ion. Jou nal o Indus ial Enginee ing and Managemen , 14(1), 25–44.
h ps://doi.o g/10.3926/jiem.3288
isensee, c., eu ebe g, F., g iese, K., & opi, c. (2020). he ela ionship be ween o ganiza ional cul u e, sus ainabili y,
and digi aliza ion in SMes: a sys ema ic e iew. Jou nal o Cleane P oduc ion, 275, 122944. h ps://doi.o g/10.1016/j.
jclep o.2020.122944
Jabo, D. n. (2021). assessing he in e dependence be ween o ganiza ional cul u e and pe o mance in he cons uc-
ion indus y. Managemen Knowledge and Lea ning, 20, 79–87.
Ju, B., lee, Y., Pa k, S., & Yoon, S. w. (2021). a me a-analy ic e iew o he ela ionship be ween lea ning o ganiza ion
and o ganiza ional pe o mance and employee a i udes: Using he dimensions o lea ning o ganiza ion ques ion-
nai e. Human Resou ce De elopmen Re iew, 20(2), 207–251. h ps://doi.o g/10.1177/1534484320987363
cOgen BUSineSS & ManageMen 19
Ka gas, a. D., & a ou as, D. (2015). On he ela ion be ween o ganiza ional cul u e and leade ship: an empi ical
analysis. Cogen Business & Managemen , 2(1), 1–18. h ps://doi.o g/10.1080/23311975.2015.1055953
Kim, H., & Kim, J. (2015). a c oss-le el s udy o ans o ma ional leade ship and o ganiza ional a ec i e commi men
in he Ko ean local go e nmen s: Media ing ole o p ocedu al jus ice and mode a ing ole o cul u e ypes based
on compe ing alues amewo k. Leade ship, 11(2), 158–185. h ps://doi.o g/10.1177/1742715013514880
Kim, ., chang, J., & Kim, . (2019). O ganiza ional cul u e and pe o mance: a mac o-le el longi udinal s udy.
Leade ship & O ganiza ion De elopmen Jou nal, 40(1), 65–84. h ps://doi.o g/10.1108/lODJ-08-2018-0291
Kim, Y. J., & oh, S. M. (2019). S uck in he pas ? he in luence o a leade ’s pas cul u al expe ience on g oup cul u e
and posi i e and nega i e g oup de iance. Academy o Managemen Jou nal, 62(3), 944–969. h ps://doi.o g/10.5465/
amj.2016.1322
Kim, Y. J., oh, S. M., & Baik, S. (2022). cul u e c ea ion and change: Making sense o he pas o in o m u u e e-
sea ch agendas. Jou nal o Managemen , 48(6), 1503–1547. h ps://doi.o g/10.1177/01492063221081031
Kunisch, S., Menz, M., & ambos, B. (2015). changes a co po a e headqua e s: Re iew, in eg a ion and u u e e-
sea ch. In e na ional Jou nal o Managemen Re iews, 17(3), 356–381. h ps://doi.o g/10.1111/ijm .12044
la a, g. F. (2020). a complexi y analysis o o ganiza ional cul u e, leade ship and engagemen : in eg a ion, di e en-
ia ion and agmen a ion. In e na ional Jou nal o Leade ship in Educa ion, 23(3), 274–299. h ps://doi.o g/10.1080/
13603124.2018.1562095
lau, P. Y. Y., Mclean, g. n., Hsu, Y. c., & lien, B. Y. H. (2017). lea ning o ganiza ion, o ganiza ional cul u e, and a ec-
i e commi men in Malaysia: a pe son-o ganiza ion i heo y. Human Resou ce De elopmen In e na ional, 20(2),
159–179. h ps://doi.o g/10.1080/13678868.2016.1246306
law on, . c., Rajwani, ., & Min o, a. (2017). why ade associa ions ma e : explo ing unc ion, meaning, and in lu-
ence. Jou nal o Managemen Inqui y, 27(1), 5–9. h ps://doi.o g/10.1177/1056492616688853
le, H. M., nguyen, . ., & Hoang, . c. (2020). O ganiza ional cul u e, managemen accoun ing in o ma ion, inno a-
ion capabili y and i m pe o mance. Cogen Business & Managemen , 7(1), 1857594. h ps://doi.o g/10.1080/2331
1975.2020.1857594
Mcauley, J., Dube ley, J., & Johnson, P. (2007). O ganiza ion heo y challenges and pe spec i es. Pea son educa ion
limi ed.
Mobley, w. H., wang, l., & Fang, K. (2005). O ganiza ional cul u e: Measu ing and de eloping i in you o ganiza ion.
Ha a d Business Re iew, 11–20.
na eed, R. ., alhaidan, H., Halbusi, H. a., & al-Swidi, a. K. (2022). Do o ganiza ions eally e ol e? he c i ical link
be ween o ganiza ional cul u e and o ganiza ional inno a ion owa d o ganiza ional e ec i eness: Pi o al ole o
o ganiza ional esis ance. Jou nal o Inno a ion & Knowledge, 7(2), 100178. h ps://doi.o g/10.1016/j.jik.2022.100178
nellen, l. c., gijselae s, w. H., & g ohne , . (2020). a me a-analy ic li e a u e e iew on o ganiza ion-le el d i e s o
eam lea ning. Human Resou ce De elopmen Re iew, 19(2), 152–182. h ps://doi.o g/10.1177/1534484319894756
nzu a, S. M. (2022). he impac o o ganisa ional cul u e on employees’ p oduc i i y: a comp ehensi e sys ema ic
e iew. Eu opean Jou nal o Business and Managemen , 14(4), 42–55. h ps://doi.o g/10.7176/eJBM/14-4-05
O’Reilly, c. a., cha man, J., & caldwell, D. F. (1991). People and o ganiza ional cul u e: a p o ile compa ison app oach
o assessing pe son-o ganiza ion i . Academy o Managemen Jou nal, 34(3), 487–516. h ps://doi.o g/10.2307/256404
O’Reilly, c.a., Doe , B., caldwell, D.F., e al. (2014). na cissis ic ceOs and execu i e compensa ion. The Leade ship
Qua e ly, 25, 218–231. h ps://doi.o g/10.1016/j.leaqua.2013.08.002
Olum, Y. (2011). Online eadings in psychology and cul u e. Re e ence Re iews, 23(2), 13–14. h ps://doi.
o g/10.1108/09504120910935093
Ouelle e, R. R., goodman, a. c., Ma inez-Ped aza, F., Moses, J. O., c ome , K., Zhao, X., Pie e, J., & F azie , S. l. (2020).
a sys ema ic e iew o o ganiza ional and wo k o ce in e en ions o imp o e he cul u e and clima e o
you h-se ice se ings. Adminis a ion and Policy in Men al Heal h, 47(5), 764–778. h ps://doi.o g/10.1007/
s10488-020-01037-y
Paais, M., & Pa i uhu, J. R. (2020). e ec o mo i a ion, leade ship, and o ganiza ional cul u e on sa is ac ion and
employee pe o mance. The Jou nal o Asian Finance, Economics and Business, 7(8), 577–588. h ps://doi.o g/10.13106/
ja eb.2020. ol7.no8.577
Pa melli, e., Flodg en, g., Beye , F., Baillie, n., Schaa sma, M. e., & eccles, M. P. (2011). he e ec i eness o s a egies
o change o ganisa ional cul u e o imp o e heal hca e pe o mance : a sys ema ic e iew. Implemen a ion Science:
IS, 6(1), 33. h ps://doi.o g/10.1186/1748-5908-6-33
Pa hi anage, Y. l., Jaya ilake, l., & abeyseke a, R. (2020). a li e a u e e iew on o ganiza ional cul u e owa ds co po-
a e pe o mance wo k-li e balance iew p ojec a ic inciden analysis iew p ojec . In e na ional Jou nal o
Managemen , Accoun ing and Economics, 7(9), 522–544.
Paul, J., & c iado, a. R. (2020). he a o w i ing li e a u e e iew: wha do we know and wha do we need o know?
In e na ional Business Re iew, 29(4), 101717. h ps://doi.o g/10.1016/j.ibus e .2020.101717
Ramos, a., & elli an, l. (2022). O ganiza ional cul u e and compe i i e ad an age: a heo e ical e iew. In e na ional
Jou nal o Resea ch, 9(02), 404–412.
Redmond, S. a., wilcox, S. l., campbell, S., Kim, a., Finney, K., Ba , K., & Hassan, a. M. (2015). a b ie in oduc ion o
he mili a y wo kplace cul u e. Wo k, 50(1), 9–20. h ps://doi.o g/10.3233/wOR-141987
Reede , n. (2020). O ganiza ional cul u e and ca ee de elopmen in he B i ish ci il Se ice. Public Money &
Managemen , 40(8), 559–568. h ps://doi.o g/10.1080/09540962.2020.1754576

20 a. aDeSSe BOgale anD K. l. DeBela
Rohim, a., & Budhiasa, i. g. S. (2019). O ganiza ional cul u e as mode a o in he ela ionship be ween o ganiza ion-
al ewa d on knowledge sha ing and employee pe o mance. Jou nal o Managemen De elopmen , 38(7), 538–560.
h ps://doi.o g/10.1108/JMD-07-2018-0190
Roos, P., gel and, M., nau, D., & lun, J. (2015). O ganiza ional beha io and human decision p ocesses socie al h ea
and cul u al a ia ion in he s eng h o social no ms: an e olu iona y basis. O ganiza ional Beha io and Human
Decision P ocesses, 129, 14–23. h ps://doi.o g/10.1016/j.obhdp.2015.01.003
Ros ain, M. (2021). he impac o o ganiza ional cul u e on en ep eneu ial o ien a ion: a me a-analysis. Jou nal o
Business Ven u ing Insigh s, 15(Sep embe 2020), e00234. h ps://doi.o g/10.1016/j.jb i.2021.e00234
Sabuha i, R., Sudi o, a., i awan o, D. w., & Rahayu, M. (2020). he e ec s o human esou ce lexibili y, employee
compe ency, o ganiza ional cul u e adap a ion and job sa is ac ion on employee pe o mance. Managemen
Science Le e s, 10, 1777–1786. h ps://doi.o g/10.5267/j.msl.2020.1.001
Saha, S., & Kuma , S. P. (2018). O ganiza ional cul u e as a mode a o be ween a ec i e commi men and job sa is-
ac ion empi ical e idence om indian public sec o en e p ises. In e na ional Jou nal o Public Sec o Managemen ,
31(2), 184–206. h ps://doi.o g/10.1108/iJPSM-03-2017-0078
Sa han, n., Ha b, a., Sh a a , F., & alhusban, M. (2020). he e ec o o ganiza ional cul u e on he o ganiza ional
commi men : e idence om ho el indus y. Managemen Science Le e s, 10, 183–196. h ps://doi.o g/10.5267/j.
msl.2019.8.004
Sa os, J. c., g ay, J., Dens en, i. l., & coope , B. (2005). he o ganiza ional cul u e p o ile e isi ed and e ised: an
aus alian pe spec i e. Aus alian Jou nal o Managemen , 30(1), 159–182. h ps://doi.o g/10.1177/031289620503000109
Schein, e. H. (1992). O ganiza ional cul u e and leade ship. Jossey-Bass.
Sco , c., & allen, J. (2022). owa d an o ganiza ional heo y o mee ings: S uc u a ion o o ganiza ional mee ing
cul u e. O ganiza ional Psychology Re iew, 13(4), 506–531. h ps://doi.o g/10.1177/20413866221127249
Se iawan, R. (2020). a li e a u e e iew: he ela ionship and measu emen o se an leade ship, o ganiza ional com-
mi men , o ganiza ional cul u e o employee sa is ac ion, employee engagemen , and employee pe o mance.
Sys ema ic Re iews in Pha macy, 11(12), 2188–2191.
Shuaib, K. M., & He, Z. (2021). impac o o ganiza ional cul u e on quali y managemen and inno a ion p ac ices
among manu ac u ing SMes in nige ia. Quali y Managemen Jou nal, 28(2), 98–114. h ps://doi.o g/10.1080/10686
967.2021.1886023
Sui an, . (2021). How inno a i eness media es he e ec s o o ganiza ional cul u e and leade ship on pe o mance.
In e na ional Jou nal o Inno a ion Managemen , 25(02), 2150016. h ps://doi.o g/10.1142/S136391962150016X
an ield, D., Denye , D., & Sma , P. (2003). owa ds a me hodology o de eloping e idence-in o med managemen knowl-
edge by means o sys ema ic e iew. B i ish Jou nal o Managemen , 14(3), 207–222. h ps://doi.o g/10.1111/1467-8551.00375
ulcanaza-P ie o, a. B., aguila -Rod íguez, i. e., & a ieda, c. (2021). O ganiza ional cul u e and co po a e pe o mance
in he ecuado ian en i onmen . Adminis a i e Sciences, 11(4), 132. h ps://doi.o g/10.3390/admsci11040132
ung, a., Bai d, K., & Schoch, H. (2014). he ela ionship be ween o ganisa ional ac o s and he e ec i eness o
en i onmen al managemen . Jou nal o En i onmen al Managemen , 144, 186–196. h ps://doi.o g/10.1016/j.jen-
man.2014.05.025
wea e, c., lich e man, P., & espa za, n. (2014). collabo a ion and cul u e: O ganiza ional cul u e and he dynamics o
collabo a i e policy ne wo ks. Policy S udies Jou nal, 42(4), 590–619. h ps://doi.o g/10.1111/psj.12077
wilde om, c. P. M., Be g, P. ., an Den., & wie sma, U. J. (2012). a longi udinal s udy o he e ec s o cha isma ic
leade ship and o ganiza ional cul u e on objec i e and pe cei ed co po a e pe o mance. The Leade ship Qua e ly,
23(5), 835–848. h ps://doi.o g/10.1016/j.leaqua.2012.04.002
wo all, l. (2012). O ganiza ional cul u es: Obs acles o women in he UK cons uc ion indus y. Jou nal o Psychological
Issues in O ganiza ional Cul u e, 2(4), 6–21. h ps://doi.o g/10.1002/jpoc.20088
wozi , F. M., & Yu ko u, e. S. (2017). O ganiza ional cul u e and in en ions owa ds ypes o whis leblowing: he case
o u key and e hiopia. P essacademia, 4(4), 527–539. h ps://doi.o g/10.17261/P essacademia.2017.759
Xie, l. (2019). leade ship and o ganiza ional lea ning cul u e: a sys ema ic li e a u e e iew. Eu opean Jou nal o
T aining and De elopmen , 43(1/2), 76–104. h ps://doi.o g/10.1108/eJ D-06-2018-0056
Yaa i, M., Bli -cohen, e., & Sa aya, R. (2019). Hyb id o ganiza ional cul u e: he case o social en e p ises hyb id o gani-
za ional cul u e. Jou nal o Social En ep eneu ship, 12(2), 291–313. h ps://doi.o g/10.1080/19420676.2019.1702581
Yiing, l. H., Zaman, K., & ahmad, B. (2009). he mode a ing e ec s o o ganiza ional cul u e on he ela ionships
be ween leade ship beha iou and o ganiza ional commi men and be ween o ganiza ional commi men and job
sa is ac ion and pe o mance. Leade ship & O ganiza ion De elopmen Jou nal, 30(1), 53–86. h ps://doi.
o g/10.1108/01437730910927106
Yilmaz, c., & e gun, e. (2008). O ganiza ional cul u e and i m e ec i eness: an examina ion o ela i e e ec s o
cul u e ai s and he balanced cul u e hypo hesis in an eme ging economy. Jou nal o Wo ld Business, 43(3), 290–
306. h ps://doi.o g/10.1016/j.jwb.2008.03.019
Yip, J. a., le ine, e. e., wood, a., & Schwei ze , M. e. (2020). Resea ch in o ganiza ional beha io wo y a wo k: How
o ganiza ional cul u e p omo es anxie y. Resea ch in O ganiza ional Beha io , 40, 100124. h ps://doi.o g/10.1016/j.
iob.2020.100124
Zhen, Z., Yousa , Z., Radulescu, M., & Yasi , M. (2021). nexus o digi al o ganiza ional cul u e, capabili ies, o ganiza-
ional eadiness, and inno a ion : in es iga ion o SMes ope a ing in he digi al economy.
cOgen BUSineSS & ManageMen 21
Appendix A. Lis o a icles included in he analysis
s/n Re e ences
Resea ch
app oach
Me hod o da a
analysis summa y o inding
o ganiza ional cul u e me ics
1. Yip e  al. (2020) Concep ual heo e ical
discussion
he deg ee o anxie y has an impac on o ganiza ional pe o mance and can
be in luenced by a a ie y o oC no ms in an independen and
mul iplica i e manne .
2. ouelle e e  al.
(2020)
Re iew pape sys ema ic e iew he indings demons a e how, you h-se ice con ex s, cul u e and en i onmen
a e ela ed o se ice quali y and ou comes.
3. Bai d e  al.
(2018)
Quan i a i e seM acco ding o he indings, i ms should make an e o o use en i onmen al
ac i i y managemen mo e equen ly and adap hei cos ing me hods o
ake in o accoun he causes o cos s associa ed wi h en i onmen al ac ions.
4. Hussain e  al.
(2022)
Quan i a i e PLs-seM he esul s a es ha companies mus ha e a s ong oC and o e he
app op ia e incen i es o gain hei employees’ commi men .
5. Rohim and
Budhiasa
(2019)
Quan i a i e PLs Knowledge sha ing is signi ican ly impac ed by he in e ac ion o he
compensa ion a iable and clan cul u e; hese esul s imply ha clan cul u e
is a pu e mode a ing a iable ha inc eases he link be ween emune a ion
and knowledge sha ing.
6. Binde (2016) Concep ual heo e ical
discussion
he a icle desc ibes how wo hwhile wo k ou pu s (accomplishmen s) a e
gene a ed by beha io and employ alue.
7. sui an (2021) Quan i a i e seM inno a i eness signi ican ly and posi i ely media es he pe o mance-enhancing
impac s o oC and leade ship. Depending on how well he leade ship o
he o ganiza ion is pe o ming, o ganiza ional cul u e may also in luence
inno a ion and pe o mance.
8. Ros ain (2021) Quan i a i e Bi a ia e analysis he inding o he s udy shows ha adhoc acy, Ma ke , and Clan all ha e a
posi i e impac on eo.
9. shuaib and He
(2021)
Quan i a i e PLs model acco ding o he s udy, inno a ion was posi i ely co ela ed wi h adhoc acy
cul u e, clan cul u e, ma ke cul u e, and hie a chy cul u e. on he o he
hand, Clan cul u e and ma ke cul u e, we e posi i ely ela ed o quali y
managemen , whe eas adhoc acy and hie a chy cul u es we e ound o be
nega i ely ela ed.
10. azeem e  al.
(2021)
Quan i a i e PLs-seM he indings showed ha compe i i e ad an age is posi i ely in luenced by
o ganiza ional cul u e, in o ma ion exchange, and o ganiza ional inno a ion.
o ganiza ional cul u e, mo e pa icula ly, in eg a es high-le el business
p ocesses ha can be help ul in ob aining ad anced manu ac u ing skills
wi h employee c ea i i y and knowledge-sha ing.
11. Bosi e and
Kinyua (2022)
Re iew pape sys ema ic e iew in o de o iden i y knowledge gaps ha may be u ilized o di ec u u e
esea ch, he s udy analyzed he p esen concep ual, heo e ical, and
empi ical li e a u e on indus ial s uc u e and o ganiza ional pe o mance.
12. Chang e  al.
(2015)
Quan i a i e seM employee in en ion in he KM p ocess (Knowledge c ea ion, s o age, ans e ,
and applica ion) is posi i ely in luenced by esul s- and job-o ien ed
cul u es, whe eas i is nega i ely in luencedby igh ly con olled cul u es.
13. sa han e  al.
(2020)
Quan i a i e PLs o ganiza ional commi men was ound o be s ongly co ela ed wi h oC. he
s udy ound ha he p edic able elemen s o commi men we e
bu eauc a ic and suppo ing cul u es, while he unp edic able ac o o
commi men was inno a i e cul u e.
14. Hosseini e  al.
(2020)
Quan i a i e seM he leade ship s yle has a signi ican and posi i e impac on oC, and oC, in
u n, has a posi i e and signi ican impac on o ganiza ional lea ning.
addi ionally, he esul s show ha he associa ion be ween leade ship s yle
and o ganiza ional lea ning was signi ican ly media ed by oC.
15. Belay e  al.
(2023)
quan i a i e seM he s udy ound ha o ganiza ional cul u e is a po en ial ac o in luencing
CsR p ac ices. he esea ch iden i ied ha o ganiza ional cul u e has a
mode a ing ole in he ela ionship be ween in e nal s akeholde s’ p essu e
and CsR p ac ices
Key pe spec i es in c ea ion o oC
16. Kim and oh
(2019)
Quali a i e Case s udy Conside he possibili y ha g oup leade s implemen cul u es based on hei
p io cul u al encoun e s, essen ially ans e ing cul u es om hei p e ious
g oups o hei cu en ones.
17. Hällg en e  al.
(2018)
Re iew pape sys ema ic e iew he s udy s a ed a con ex -speci ic oC ypology o help dis inguish be ween
con ibu ions om esea ch in o isky si ua ions, eme gency con ex s, and
dis u bed con ex s.
18. gel and and
e ez (2017)
Re iew pape sys ema ic e iew he s udy ound ha he subjec o cul u e was mos ly o e looked in he ea ly
yea s. acco ding o s udy in an inc easingly globalized wo ld, c oss-cul u al
s udy is mo e impo an han e e be o e.
19. Dai e  al. (2018) Quan i a i e seM he s udy ound ha cus ome and compe i o p essu es ha e signi ican ly and
posi i ely e ec s on en i onmen al s a egies o p oac i i y.
20. Ha ing on and
gel and
(2014)
Quan i a i e Mul iple eg ession he s udy ound igh ness o cul u e is linked o a a ie y o ou comes a he
s a e le el, as well as highe ai conscien iousness and lowe ai openness.
igh s a es ha e highe le els o social s abili y han loose ones, including
lowe le els o d ug and alcohol abuse, homelessness, and social disa ay.
(Con inued)
22 a. aDeSSe BOgale anD K. l. DeBela
s/n Re e ences
Resea ch
app oach
Me hod o da a
analysis summa y o inding
21. Roos e  al.
(2015)
Quali a i e Case s udy he indings speci ied wo di e en kinds o o ganiza ional no ms: no ms o
coope a ion, whe e people mus decide whe he o coope a e (which
bene i s e e yone) o en ich hemsel es a he expense o o he s, and
no ms o coo dina ion, whe e he e a e mul iple equally e ec i e ways o
people o coo dina e hei ac ions bu whe e people mus ag ee oan
ag eemen on which way o coo dina e.
22. Kim e  al. (2022) Quali a i e Con en analysis he e iew p o ides in-dep h e alua ions o he cu en li e a u e on he
o ma ion and change o cul u es. he amewo k o cul u e c ea ion and
change ha was employed in he s udy includes he unc ioning, leade
ai s, and cul u al ans e  pe spec i es.
23. Bagga e  al.
(2022)
Quan i a i e PLs-seM he s udy ound ha in e ac ion be ween ans o ma ional leade ship and
change managemen among membe s o i ual eams was somewha
media ed by o ganiza ional cul u e.
24. Wea e e  al.
(2014)
Mixed-me hods
analy ic
Case
s udy-desc ip i e
Cul u al heo y sugges s ha indi iduals ha e dis inc and p edic able biases
abou hei expec a ions o collabo a ion and p e e ences o he o ganiza ion
o collabo a i e policy ne wo ks. hese biases in u n in luence he selec ion
o collabo a i e pa ne s and he longe i y o collabo a i e ela ionships.
25. Bukoye and
abdul ahman
(2022)
Quali a i e Case s udy he s udy examined how a ious o ganiza ional cul u e ypes and he s a egy
implemen a ion p ocess in e ac ed o ensu e he success ul comple ion o
de elopmen al ini ia i es.
26. Bhuiyan e  al.
(2020)
Quan i a i e seM he esul s show ha c ea i e cul u e is in e sely ela ed o bo h non- inancial
and inancial success, whe eas ou come and eam o ien a ion cul u es a e
posi i ely associa ed wi h non- inancial and inancial pe o mance.
27. Wozi and
Yu ko u
(2017)
Quan i a i e Mul iple eg ession analysis showed ha hie a chical cul u e posi i ely and signi ican ly in luenced
ex e nal, anonymous, and o mal whis leblowing. on he o he hand, clan
cul u e had a nega i e impac on ex e nal whis leblowing and a posi i e
impac on in o mal and in e nal whis leblowing.
28. ulcanaza-P ie o
e  al. (2021)
Quan i a i e Mul iple eg ession acco ding o he esea ch, he e is a s a is ically signi ican link be ween
o ganiza ional cul u e and i m pe o mance. aining has a s ong
associa ion wi h o ganiza ional cul u e, in ol emen is he key ac o in
de e mining how oC a ec s co po a e pe o mance.
29. Lau e  al. (2017) Quan i a i e Mul iple eg ession People was a key componen o oC ha in luenced a ec i e commi men , and
empowe men was a c i ical media o o he ela ionship be ween oC and
a ec i e commi men h ough lea ning oC.
30. Jabo (2021)Re iew Pape sys ema ic e iew acco ding o he esul s, oC, and pe o mance a e posi i ely associa ed.
31. Cicea e  al.
(2022)
Re iew pape Bibliome ic means Pape s ela ed o he causes o oC and pape s ela ed o he e ec s caused by
oC di e g ea ly in e ms o au ho s, sou ces, in e na ional collabo a ion,
keywo ds, and he impac o s udy.
32. galea e  al.
(2020)
Quali a i e Case s udy he esul s demons a e ha in o mal ins i u ions hinde women’s hi ing,
e aining, and ad ancemen in he cons uc ion indus y.
33. Redmond e  al.
(2015)
Concep ual heo e ical
discussion
his a icle’s objec i e is o p o ide gene al ideas abou he s uc u e and
cul u e o he us mili a y and examine how his poses di icul ies o
ein eg a ion in o socie y.
34. Law on e  al.
(2017)
Concep ual heo e ical
discussion
he s udy examines he oC o ade associa ions
35. Bilan e  al.
(2022)
Re iew pape Bibliome ic
analysis.
he s udy d awn he impo an in e ences abou he s a e o o ganiza ional
managemen , de elopmen , change, and cul u e esea ch.
36. isensee e  al.
(2020)
Re iew pape sys ema ic e iew he indings highligh impo an ea u es o he cul u al cha ac e is ics.
37. Cascio and
Mon ealeg e
(2016)
Concep ual P oposi ion
de elopmen
he pape p esen s how echnology has an impac on wo k, wo k sys ems,
and o ganiza ions. he s udy akes in o accoun he indings o esea ches
done om di e en pe spec i es o echnology managemen in o de o
p o ide insigh s ega ding wha we know abou he implica ions o
echnology o schola s.
38. Co es e  al.
(2021)
Quan i a i e seM Ceo humili y in luences he op managemen eam’s decen aliza ion o decision-
making and consequen ly ad ances an o ganiza ional e hical cul u e.
39. Cha man and
o’Reilly
(2016)
Concep ual heo e ical
discussion
he s udy di ided o ganiza ional no ms in o he ollowing h ee ca ego ies: (1)
he con en ; (2) he consensus; and (3) he in ensi y o eelings abou he
signi icance o he no m
40. Kim and Kim
(2015)
Quan i a i e seM he indings showed a subs an ial associa ion be ween p ocedu al ai ness and
o ganiza ional commi men , as well as a signi ican ela ionship be ween
ans o ma ional leade ship and hese wo ac o s. he ela ionship be ween
ans o ma ional leade ship and o ganiza ional commi men is media ed by
p ocedu al jus ice.
41. ande son e  al.
(2014)
Re iew pape no speci ied he au ho s add ess se e al ideas o c ea i i y and inno a ion while e iewing
ecen s udies on indi idual, eam, o ganiza ional, and mul ile el inno a ion
in o ganiza ions.
o ganiza ional cul u e o ien a ion/ ypology
42. o’Reilly e  al.
(2014)
Quan i a i e hie a chical
eg essions
he s udy shows ha Ceo pe sonali y a ec s a i m’s cul u e and ha cul u e
is consequen ly ela ed o a b oad se o o ganiza ional ou comes, including
a i m’s inancial pe o mance ( e enue g ow h), epu a ion, and employee
a i udes.
Appendix A. Con inued.
(Con inued)
cOgen BUSineSS & ManageMen 23
s/n Re e ences
Resea ch
app oach
Me hod o da a
analysis summa y o inding
43. a uahene and
Baiden
(2018)
Quan i a i e Mean sco e
anking
he s udy’s iden i ied ha cul u al ypologies including o ganiza ional cul u e,
business cul u e, sys em cul u e, and g oup cul u e.
44. Ka gas and
Va ou as
(2015)
Quan i a i e Hie a chical
eg ession
analyses
Fo businesses o compe e success ully, leade ship and o ganiza ional cul u e
a e he wo mos impo an o ganiza ional componen s. he indings show
a signi ican associa ion be ween hem, and his ela ionship is u he
s eng hened by he coo dina ion o hese componen s (cul u al ype and
leade ship s yle). addi ionally, compe i i e in ensi y and ‘ope a ional age
and scale’ can a ec he s eng h and di ec ion o he associa ion.
45. Bowe s e  al.
(2017)
Quali a i e Case s udy he s udy p o ides a p esc ip i e oadmap o help an o ganiza ion imp o e i s
ini ial esponse and boos he e ec i eness o i s c isis managemen
ac i i ies. he p inciples o c isis esponse leade ship p o ide businesses
wi h a uni o m echnique ha enables hem o ma ch a speci ic c isis wi h
he app op ia e c isis esponse by combining aspec s o o ganiza ional
cul u e wi h leade ship s yles.
46. Bo olo i e  al.
(2015)
Quan i a i e CFa he indings showed ha s onge ins i u ional collec i ism, u u e o ien a ion,
and a human o ien a ion a ec oC as well as he le el o pe o mance o
o ganiza ions. addi ionally, he s udy in es iga ed lean p ac ices ela ing o
people and ela ions, such as small g oup p oblem sol ing, aining
employees o pe o m mul iple asks, supplie pa ne ships, cus ome
in ol emen , and con inuous imp o emen .
47. Belias and
Kous elios
(2014)
Re iew pape C i ical e iew. Demog aphic ac o s, pa icula ly gende , a e likely o ha e an impac on he
employees’ p e e ences o o ganiza ional cul u e. o ganiza ional cul u e
which in eg a es i s employees’ indi idual and demog aphic ai s may
esul in high pe o mance and p omo e job sa is ac ion.
48. saha and Kuma
(2018)
Quan i a i e PLs-seM he indings show ha suppo i e and c ea i e cul u es ha e a mode a ing
e ec on he e ec o a ec i e commi men on employees’ job sa is ac ion.
his s udy also demons a es ha bu eauc a ic cul u e does no signi ican ly
mode a e he associa ion be ween o ganiza ional commi men and job
sa is ac ion.
49. Ramos and
elli an (2022)
Quali a i e a heo e ical
e iew
he human elemen is a c ucial componen o any o ganiza ion since i
ac i ely con ibu es o he accomplishmen o i s objec i es. a suppo i e
o ganiza ional cul u e is he e o e equi ed o gene a e exci emen abou
achie ing o ganiza ional pe o mance. Howe e , de eloping a posi i e
o ganiza ional cul u e is no simple ac i i y and equi es a lo o e o .
50. Hald e  al.
(2020)
Quali a i e Con en analysis he majo i y o he cul u al elemen s men ioned in he case s udies ha
app o ed wi h su ey-based models mainly emphasized on sa e y cul u e
and e hical cul u e.
51. Yaa i e  al.
(2019)
Quali a i e Case s udy he o ganiza ion’s ision, in e o ganiza ional ela ionships, and cha ac e is ics o
a lea ning o ganiza ion a e among he pa ame e s ha suppo an oC ha
we e explici ly discussed in he a icle.
52. Ca alho e  al.
(2023)
Quali a i e Case s udy he s udy in es iga es he connec ion be ween ope a ional excellence (opex)
and o ganiza ional agili y in ola ile business landscapes. h ough a
heo e ical amewo k and en indus ial case s udies, i unde sco es he
signi icance o opex enable s and cul u al o ien a ion in os e ing
o ganiza ional agili y. he indings s ess he need o uphold ope a ional
pe o mance amids change and acknowledge con ex ual in luences.
addi ionally, i o e s insigh s in o Quali y managemen in echnical sec o s,
linking o ganiza ional agili y and cul u al pa adigms.
sou ce: Compiled by au ho s, 2023.
Appendix A. Con inued.