Analysis of organizational culture: A multiple case study

Başar, Pinar ORCID:, Ilkan, Emel, Mutair, Faiza and Tahmasby, Sanaz (2022) Analysis of organizational culture: A multiple case study. Journal of Organizational Behavior Research, 7 (2). pp. 267-279. ISSN 2528-9705

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The aim of the study is to explore the cultural dimensions in three companies: Turkish Airlines, CAC-Bank and Fajr-e-jam Gas Refining Co. The multiple case study method was used for this study, so the cultural dimension can be deeply researched. There are dimensions like Involvement, Cooperation, Information system, Learning, Care about clients, Adaptability, Strategic direction, Reward and incentive, System of control, Communication, Agreement and Coordination. The paper reveals multidimensional nature of organizational culture. The findings show that all the dimensions are influencing corporate culture. It is important to note that organizational culture is a complex and multifaceted concept, and it can be challenging to fully understand and analyze the cultural dimensions of a company. Limited time and information can make it difficult to fully explore the cultural dimensions of an organization. However, understanding the cultural dimensions of a company can be important for a number of reasons. As a conclusion the dimensions have a positive impact on the corporate performance where the companies are growing and globalizing. Moreover, the analysis shows cultural differences at organizational level in terms of firm type, size, and age. A positive organizational culture can lead to increased employee engagement and productivity, while a negative organizational culture can have the opposite effect. Understanding the cultural dimensions of a company can also be important for stakeholders, such as investors and customers, as it can provide insight into the values and practices of the organization

Item Type: Article
Faculty \ School: Faculty of Social Sciences > Norwich Business School
Depositing User: LivePure Connector
Date Deposited: 16 Apr 2024 13:30
Last Modified: 16 Apr 2024 16:30
DOI: 10.51847/1dXHAg0S2q


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