Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions

Chad A. Hartnell, Amy Yi Ou, Angelo Kinicki

Research output: Contribution to journalArticle

302 Scopus citations

Abstract

We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.

Original languageEnglish (US)
Pages (from-to)677-694
Number of pages18
JournalJournal of Applied Psychology
Volume96
Issue number4
DOIs
StatePublished - Jul 1 2011

Keywords

  • Meta-analysis
  • Organizational culture
  • Organizational effectiveness

ASJC Scopus subject areas

  • Applied Psychology

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