Organizational culture and job satisfaction
Abstract
This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross‐section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.
Keywords
Citation
Lund, D.B. (2003), "Organizational culture and job satisfaction", Journal of Business & Industrial Marketing, Vol. 18 No. 3, pp. 219-236. https://doi.org/10.1108/0885862031047313
Publisher
:MCB UP Ltd
Copyright © 2003, MCB UP Limited