Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
ISSN: 0142-5455
Article publication date: 11 December 2018
Issue publication date: 20 March 2019
Abstract
Purpose
The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Design/methodology/approach
The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.
Findings
Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.
Practical implications
There is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented.
Originality/value
Through an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
Keywords
Citation
Mathew, J. (2019), "Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm", Employee Relations, Vol. 41 No. 3, pp. 538-551. https://doi.org/10.1108/ER-09-2017-0219
Publisher
:Emerald Publishing Limited
Copyright © 2018, Emerald Publishing Limited