Nazarian, Alireza, Atkinson, Peter and Greaves, Lyn (2015) Impact of organisational size on the relationship between organisational culture and organisational effectiveness: the case of small and medium size organisations in Iran. Organizational Cultures: An International Journal, 14 (1). pp. 1-16. ISSN 2327-8013Full text not available from this repository.
This paper investigates the relationship between organizational culture and organizational effectiveness in small and medium size organisations in Iran. Using the Competing Values Framework (Quinn and Rohrbaugh, 1983; Quinn, 1988) this study investigates to what extent the influence of organisational culture on organisational effectiveness for a given national culture; is impacted on by organisational size. The authors have designed a model which helps to show the impact of size on the organisational culture and organisational effectiveness relationship. In order to test our model a convenience sample of 1000 respondents from different management levels from 40 Iranian private sector organisations were gathered. The results of this study confirm the relationship between organisational culture and organisational effectiveness in small and medium size organisations, apart from the adhocracy culture type. Furthermore, the results of this study confirm the moderating impact of organisational size on the culture–effectiveness relationship. Implications of this study for managers who are overseeing rapid changes in organizational size are discussed.
|Uncontrolled Keywords:||Organisational Culture, Organisational Effectiveness, Organisational Size, Competing Values Framework, Iran|
|Subjects:||Business and finance|
|Depositing User:||Rod Pow|
|Date Deposited:||14 May 2015 08:36|
|Last Modified:||07 Apr 2017 08:25|
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