Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.

By Chad A. Hartnell, A. Y. Ou, A. Kinicki. Journal of Applied Psychology, 2011

982 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/0d6f960dd2dd653aaaeab9ade231795832519587

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Parsing organizational culture: How the norm for adaptability influences the relationship between culture consensus and financial performance in high-technology firms (2014, background): “Given the stark contrast between these two views and the equivocal support that has emerged, many have concluded that the link between organizational culture and financial performance lacks a comprehensive and compelling theory (Hartnell et al., 2011).”
Change management through leadership: the mediating role of organizational culture (2017, background): “The study and explanations by Farkas (2013), Lakos and Phipps (2004), Herold et al. (2007), Hartnell et al. (2011), Cameron and Quinn (1999), Jaskyte (2004) Cameron and Quinn (1999), and Carlström and Ekman (2012), to mention a few, all informed the research model.”
Ipsative measurement and the analysis of organizational values: an alternative approach for data analysis (2014, methodology): “According to Hartnell et al. (2011, p. 677), organizational culture and values is a productive theme with more than 4,600 articles, since 1980.”
Diagnosing organizational cultures: A conceptual and empirical review of culture effectiveness surveys (2014, background): “A recent meta-analysis by Hartnell et al. (2011) demonstrated moderate to strong positive interrelationships among descriptors of culture.”
Organizational climate and culture. (2009, positive): “In particular, we spent considerable time outlining the CVF of Quinn & Rohrbaugh (1983),especiallyviatherecentmeta-analysisof research within that framework (Hartnell et al. 2011).”
Benevolence and authority as WEIRDly unfamiliar: A multi-language meta-analysis of paternalistic leadership behaviors from 152 studies (2019, background): “PL's presence, acceptability, and effectiveness is also likely to be influenced by company and team culture (Hartnell, Ou, & Kinicki, 2011; Quinn & Rohrbaugh, 1983; Trompenaars & Woolliams, 2002), and by individuals' (leaders' and followers') idiosyncratic implicit leadership theories, personal…”
The effect of organizational culture on deviant behaviors in the workplace (2019, neutral): “Moreover, their study presented some methodological weaknesses in the analyses and in the sample of studies they examined (see Cameron, Quinn, DeGraff, & Thakor, 2014, chapter 9, for an extensive review to Hartnell, Ou, & Kinicki, 2011).”
The Promise and Problems of Organizational Culture (2014, background): “Hartnell et al. (2011) concluded that one reason for the failure to find culture-performance relationships may be that simple measures of culture may be too broad.”
Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “Because organizational culture is shared amongst employees of an organization, the broad spectrum of values and behaviors which contributes to it should be further explored (Hartnell et al., 2011).”
Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “Recent reviews have focused on the link between organizational culture and employee and organizational processes and outcomes (Hartnell et al., 2011; Denison et al., 2014).”