Evaluating the effect of organization culture on the successful execution of strategies: Case study of Payam-e-Noor university

Abstract

In this research, we use Hofstede method and Noble's framework in strategy execution to evaluate the effect of organization culture on the successful implementation of strategies in a case study of Payam-e-Noor University of Iran. Data Collection is performed with the standard Hofstede survey, an evaluation tool for organization culture, and researchers' survey tool to evaluate the effective implementation of strategies. The reliability coefficient was calculated as 0.846 using the Cronbach alpha. The target population includes 600 senior managers of Payame-Noor university of Iran at the time of data collection Cochran formula was used to calculate the required sample number of 120 individuals. The results show that according to the Hofstede dimensions, the dominant cultural aspects of high power distance, uncertainty avoidance, collectivism, and femininity were identified. The first two have a direct influence on effectiveness of strategies. While individualism is known to have an invert effect on effectiveness of strategies, no connection was identified between masculinity and effectiveness of strategies, and thus, this theory was not confirmed in this research.

“Knowledge management practices” as moderator in the relationship between organizational culture and performance in information technology companies in India

“…Denison (1990) contends that an effective culture focuses on a successful strategy and employee performance. Members in an effective culture interact with each other to improve performance in the organization (Monzavia et al, 2013). The researchers concur that managers use effective culture to increase productivity and thereby increase performance (Shahzad et al, 2012).…”

WASTE REDUCTION IN BODY REPAIR & PAINT AREA TOYOTA NASMOCO RINGROAD WITH LEAN MANUFACTURING APPROACH

“…There are a few typologies of organizational culture that were used by researchers in their studies and the most extended and frequently used in empirical studies is the competing values framework (CVF), introduced by Cameron and Queen (1999) (Monzavi et al, 2013, Ahmadi et al, 2012, and Chung, Hsu, Tsal, Huang, 2012. This typology proposed that there are four type culture: Hierarchy, clan, market, and adhocracy.…”

“…Many researchers agreed that the firm that have a strategy have more chances of success compared with those without a strategy. However, they believed that the capability of the firm to apply a strategy depends on a few factors and the organizational culture is one of the factors that affect strategy implementation (Chow & Liu, 2009, Akhbar Ahmadi et al, 2012, and Monzavi et al, 2013.…”

“…Among these factors are business strategy and organizational culture. There is a stream of research that shows a strong relationship between business strategy and organizational culture to the performance of the firms (Rashid, 2003, Chung, Hsu, Tsal, Huang, 2012, Akhbar Ahmadi, Salamzadeh, Daraei, & Akhbari, 2012and Monzavi, Mirabi, & Jamshidi, 2013. Therefore, it is important to investigate the validity and reliability of these construct before we conduct the actual study.…”