Objective: To describe the organizational culture (OC) and its strength in a Hospital in Benin. Methods: This is a descriptive cross-sectional study which involved 121 participants (care providers, support and executive staff) of the Lokossa regional hospital in March 2015. Data on dimensions of OC were collected using a questionnaire developed from the Cameron and Quinn's tools (2006). Results: The mean age of participants was 41 ± 8.3 years and working experience was less or equal to five years in 52.07%. The determined OC was clan-like, hierarchical and results-oriented. This type of OC resulted mainly from cohesion factors, strategic accents, criteria of success, and organizational leadership used by the executive staff. A proportion of 62% (or 75/121) participants had positive perceptions of this OC. However, participants wished more hierarchical and results-oriented OC. Conclusions: The study revealed a mixed OC, positively perceived by workers. This reflects their integration within the organization, adherence to the projects and values of the organization and their involvement in work, allowing a constructive work design. Strengthening the hierarchical orientation and result-based option of the OC may improve the performance of the hospital.

Human resource management factors were more closely associated with the strength of organizational culture. Hospital managers should pay more attention to these factors in their hospitals to promote better institutional performance.