The quest to improve organizational performance and build effective organizational culture is prevalent today. This effort can be complex. This dissertation explores the question: Does culture change enable performance? If so, how? This dissertation focuses on the measurement of the four culture constructs: learning, power, identity, and conflict management and its relationship to performance. The article “Changing the Way We Change,” whose assertions I test in my research, provides a present-day view using all four constructs. Unique to this study, there is no known combination of the four constructs directly linked to organizational performance in research and additional empirical evidence to support enhancing organizational performance. Data from a Fortune 500 organization was analyzed and tested to see whether positive associations exist between these four constructs that enable performance change at various organization levels. The author utilized mixed-level and multilevel linear regression procedures of data analysis, and found that team empowerment and individual organizational identity significantly enabled performance change. Conversely, there was a negative relationship between employee empowerment and individual performance. Conflict management and performance also had a negative association. The paradox of organizational culture change and performance with suggestions for future research for scholars and implications for practitioners is discussed.
|Advisor:||Tenkasi, Ramkrisbnan V.|
|Commitee:||Brock, William B., Sorensen, Peter F.|
|School Location:||United States -- Illinois|
|Source:||DAI-A 78/11(E), Dissertation Abstracts International|
|Subjects:||Management, Organizational behavior|
|Keywords:||Culture, Learning, power, identity, Organizational performance, Performance, Team performance|
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