Organizational culture: a systematic review

Figures & data

Figure 1. Process of article selection.

Source: Adopted with minor modification from PRISMA Checklist, 2020.

Figure 2. Types of research.

Source: Compiled by authors, 2023.

Figure 3. Number of publications by year.

Source: Compiled by authors, 2023.

Figure 4. Organizational culture dimensions.

Source: Compiled by authors, 2023.

Table

S/N	References	Research approach	Method of data analysis	Summary of finding
Organizational culture metrics
1.	Yip et al. (2020)	Conceptual	Theoretical discussion	The degree of anxiety has an impact on organizational performance and can be influenced by a variety of OC norms in an independent and multiplicative manner.
2.	Ouellette et al. (2020)	Review paper	Systematic review	The findings demonstrate how, youth-service contexts, culture and environment are related to service quality and outcomes.
3.	Baird et al. (2018)	Quantitative	SEM	According to the findings, firms should make an effort to use environmental activity management more frequently and adapt their costing methods to take into account the causes of costs associated with environmental actions.
4.	Hussain et al. (2022)	Quantitative	PLS-SEM	The result states that companies must have a strong OC and offer the appropriate incentives to gain their employees’ commitment.
5.	Rohim and Budhiasa (2019)	Quantitative	PLS	Knowledge sharing is significantly impacted by the interaction of the compensation variable and clan culture; these results imply that clan culture is a pure moderating variable that increases the link between remuneration and knowledge sharing.
6.	Binder (2016)	Conceptual	Theoretical discussion	The article describes how worthwhile work outputs (accomplishments) are generated by behavior and employ value.
7.	Suifan (2021)	Quantitative	SEM	Innovativeness significantly and positively mediates the performance-enhancing impacts of OC and leadership. Depending on how well the leadership of the organization is performing, organizational culture may also influence innovation and performance.
8.	Rostain (2021)	Quantitative	Bivariate analysis	The finding of the study shows that Adhocracy, Market, and Clan all have a positive impact on EO.
9.	Shuaib and He (2021)	Quantitative	PLS model	According to the study, innovation was positively correlated with adhocracy culture, clan culture, market culture, and hierarchy culture. On the other hand, Clan culture and market culture, were positively related to quality management, whereas adhocracy and hierarchy cultures were found to be negatively related.
10.	Azeem et al. (2021)	Quantitative	PLS-SEM	The findings showed that competitive advantage is positively influenced by organizational culture, information exchange, and organizational innovation. Organizational culture, more particularly, integrates high-level business processes that can be helpful in obtaining advanced manufacturing skills with employee creativity and knowledge-sharing.
11.	Bosire and Kinyua (2022)	Review paper	Systematic review	In order to identify knowledge gaps that may be utilized to direct future research, the study analyzed the present conceptual, theoretical, and empirical literature on industrial structure and organizational performance.
12.	Chang et al. (2015)	Quantitative	SEM	Employee intention in the KM process (Knowledge creation, storage, transfer, and application) is positively influenced by results- and job-oriented cultures, whereas it is negatively influenced by tightly controlled cultures.
13.	Sarhan et al. (2020)	Quantitative	PLS	Organizational commitment was found to be strongly correlated with OC. The study found that the predictable elements of commitment were bureaucratic and supporting cultures, while the unpredictable factor of commitment was innovative culture.
14.	Hosseini et al. (2020)	Quantitative	SEM	The leadership style has a significant and positive impact on OC, and OC, in turn, has a positive and significant impact on organizational learning. Additionally, the results show that the association between leadership style and organizational learning was significantly mediated by OC.
15.	Belay et al. (2023)	quantitative	SEM	The study found that organizational culture is a potential factor influencing CSR practices. The research identified that organizational culture has a moderating role in the relationship between internal stakeholders’ pressure and CSR practices
Key perspectives in creation of OC
16.	Kim and Toh (2019)	Qualitative	Case study	Consider the possibility that group leaders implement cultures based on their prior cultural encounters, essentially transferring cultures from their previous groups to their current ones.
17.	Hällgren et al. (2018)	Review paper	Systematic review	The study stated a context-specific OC typology to help distinguish between contributions from research into risky situations, emergency contexts, and disturbed contexts.
18.	Gelfand and Erez (2017)	Review paper	Systematic review	The study found that the subject of culture was mostly overlooked in the early years. According to study in an increasingly globalized world, cross-cultural study is more important than ever before.
19.	Dai et al. (2018)	Quantitative	SEM	The study found that customer and competitor pressures have significantly and positively effects on environmental strategies for proactivity.
20.	Harrington and Gelfand (2014)	Quantitative	Multiple regression	The study found tightness of culture is linked to a variety of outcomes at the state level, as well as higher trait conscientiousness and lower trait openness. Tight states have higher levels of social stability than loose ones, including lower levels of drug and alcohol abuse, homelessness, and social disarray.
21.	Roos et al. (2015)	Qualitative	Case study	The findings specified two different kinds of organizational norms: norms of cooperation, where people must decide whether to cooperate (which benefits everyone) or enrich themselves at the expense of others, and norms of coordination, where there are multiple equally effective ways for people to coordinate their actions but where people must agree to an agreement on which way to coordinate.
22.	Kim et al. (2022)	Qualitative	Content analysis	The review provides in-depth evaluations of the current literature on the formation and change of cultures. The framework for culture creation and change that was employed in the study includes the functioning, leader traits, and cultural transfer perspectives.
23.	Bagga et al. (2022)	Quantitative	PLS-SEM	The study found that interaction between transformational leadership and change management among members of virtual teams was somewhat mediated by organizational culture.
24.	Weare et al. (2014)	Mixed-methods analytic	Case study-descriptive	Cultural theory suggests that individuals have distinct and predictable biases about their expectations of collaboration and preferences for the organization of collaborative policy networks. These biases in turn influence the selection of collaborative partners and the longevity of collaborative relationships.
25.	Bukoye and Abdulrahman (2022)	Qualitative	Case study	The study examined how various organizational culture types and the strategy implementation process interacted to ensure the successful completion of developmental initiatives.
26.	Bhuiyan et al. (2020)	Quantitative	SEM	The results show that creative culture is inversely related to both non-financial and financial success, whereas outcome and team orientation cultures are positively associated with non-financial and financial performance.
27.	Wozir and Yurtkoru (2017)	Quantitative	Multiple regression	Analysis showed that hierarchical culture positively and significantly influenced external, anonymous, and formal whistleblowing. On the other hand, clan culture had a negative impact on external whistleblowing and a positive impact on informal and internal whistleblowing.
28.	Tulcanaza-Prieto et al. (2021)	Quantitative	Multiple regression	According to the research, there is a statistically significant link between organizational culture and firm performance. Training has a strong association with organizational culture, involvement is the key factor in determining how OC affects corporate performance.
29.	Lau et al. (2017)	Quantitative	Multiple regression	People was a key component of OC that influenced affective commitment, and empowerment was a critical mediator of the relationship between OC and affective commitment through learning OC.
30.	Jabo (2021)	Review Paper	Systematic review	According to the results, OC, and performance are positively associated.
31.	Cicea et al. (2022)	Review paper	Bibliometric means	Papers related to the causes of OC and papers related to the effects caused by OC differ greatly in terms of authors, sources, international collaboration, keywords, and the impact of study.
32.	Galea et al. (2020)	Qualitative	Case study	The results demonstrate that informal institutions hinder women’s hiring, retaining, and advancement in the construction industry.
33.	Redmond et al. (2015)	Conceptual	Theoretical discussion	This article’s objective is to provide general ideas about the structure and culture of the US military and examine how this poses difficulties for reintegration into society.
34.	Lawton et al. (2017)	Conceptual	Theoretical discussion	The study examines the OC of trade associations
35.	Bilan et al. (2022)	Review paper	Bibliometric analysis.	The study drawn the important inferences about the state of organizational management, development, change, and culture research.
36.	Isensee et al. (2020)	Review paper	Systematic review	The findings highlight important features of the cultural characteristics.
37.	Cascio and Montealegre (2016)	Conceptual	Proposition development	The paper presents how technology has an impact on work, work systems, and organizations. The study takes into account the findings of researches done from different perspectives of technology management in order to provide insights regarding what we know about the implications of technology for scholars.
38.	Cortes et al. (2021)	Quantitative	SEM	CEO humility influences the top management team’s decentralization of decision-making and consequently advances an organizational ethical culture.
39.	Chatman and O’Reilly (2016)	Conceptual	Theoretical discussion	The study divided organizational norms into the following three categories: (1) the content; (2) the consensus; and (3) the intensity of feelings about the significance of the norm
40.	Kim and Kim (2015)	Quantitative	SEM	The findings showed a substantial association between procedural fairness and organizational commitment, as well as a significant relationship between transformational leadership and these two factors. The relationship between transformational leadership and organizational commitment is mediated by procedural justice.
41.	Anderson et al. (2014)	Review paper	Not specified	The authors address several ideas of creativity and innovation while reviewing recent studies on individual, team, organizational, and multilevel innovation in organizations.
Organizational culture orientation/typology
42.	O’Reilly et al. (2014)	Quantitative	hierarchical regressions	The study shows that CEO personality affects a firm’s culture and that culture is consequently related to a broad set of organizational outcomes, including a firm’s financial performance (revenue growth), reputation, and employee attitudes.
43.	Atuahene and Baiden (2018)	Quantitative	Mean score ranking	The study’s identified that cultural typologies including organizational culture, business culture, system culture, and group culture.
44.	Kargas and Varoutas (2015)	Quantitative	Hierarchical regression analyses	For businesses to compete successfully, leadership and organizational culture are the two most important organizational components. The findings show a significant association between them, and this relationship is further strengthened by the coordination of these components (cultural type and leadership style). Additionally, competitive intensity and ‘operational age and scale’ can affect the strength and direction of the association.
45.	Bowers et al. (2017)	Qualitative	Case study	The study provides a prescriptive roadmap to help an organization improve its initial response and boost the effectiveness of its crisis management activities. The principles of crisis response leadership provide businesses with a uniform technique that enables them to match a specific crisis with the appropriate crisis response by combining aspects of organizational culture with leadership styles.
46.	Bortolotti et al. (2015)	Quantitative	CFA	The findings showed that stronger institutional collectivism, future orientation, and a human orientation affect OC as well as the level of performance of organizations. Additionally, the study investigated lean practices relating to people and relations, such as small group problem solving, training employees to perform multiple tasks, supplier partnerships, customer involvement, and continuous improvement.
47.	Belias and Koustelios (2014)	Review paper	Critical review.	Demographic factors, particularly gender, are likely to have an impact on the employees’ preferences for organizational culture. Organizational culture which integrates its employees’ individual and demographic traits may result in high performance and promote job satisfaction.
48.	Saha and Kumar (2018)	Quantitative	PLS-SEM	The findings show that supportive and creative cultures have a moderating effect on the effect of affective commitment on employees’ job satisfaction. This study also demonstrates that bureaucratic culture does not significantly moderate the association between organizational commitment and job satisfaction.
49.	Ramos and Ellitan (2022)	Qualitative	A theoretical review	The human element is a crucial component of any organization since it actively contributes to the accomplishment of its objectives. A supportive organizational culture is therefore required to generate excitement about achieving organizational performance. However, developing a positive organizational culture is not simple activity and requires a lot of effort.
50.	Hald et al. (2020)	Qualitative	Content analysis	The majority of the cultural elements mentioned in the case studies that approved with survey-based models mainly emphasized on safety culture and ethical culture.
51.	Yaari et al. (2019)	Qualitative	Case study	The organization’s vision, interorganizational relationships, and characteristics of a learning organization are among the parameters that support an OC that were explicitly discussed in the article.
52.	Carvalho et al. (2023)	Qualitative	Case study	The study investigates the connection between Operational Excellence (OpEx) and Organizational Agility in volatile business landscapes. Through a theoretical framework and ten industrial case studies, it underscores the significance of OpEx enablers and cultural orientation in fostering Organizational Agility. The findings stress the need to uphold operational performance amidst change and acknowledge contextual influences. Additionally, it offers insights into Quality management in technical sectors, linking Organizational Agility and cultural paradigms.

Source: Compiled by authors, 2023.

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Data availability statement

The data associated with this manuscript is publicly available and can be accessed through the online database namely: Science Direct, Elsevier, Taylor & Francis, JSTOR, Emerald, Springer, Wiley, SAGE, and Google Scholar. Researchers and interested parties are encouraged to retrieve the data from this repository for further analysis and verification.