The Open UniversitySkip to content
 

The role of corporate culture, market orientation and organisational commitment in organisational performance

Pinho, José Carlos; Rodrigues, Ana Paula and Dibb, Sally (2014). The role of corporate culture, market orientation and organisational commitment in organisational performance. Journal of Management Development, 33(4) pp. 374–398.

Full text available as:
[img]
Preview
PDF (Accepted Manuscript) - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader
Download (320kB) | Preview
DOI (Digital Object Identifier) Link: https://doi.org/10.1108/JMD-03-2013-0036
Google Scholar: Look up in Google Scholar

Abstract

Purpose – The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

Design/methodology/approach – In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.

Findings – Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way.

Research limitations/implications – The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.

Practical implications – Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

Originality/value – This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.

Item Type: Journal Item
Copyright Holders: 2014 Emerald Group Publishing Limited
ISSN: 0262-1711
Keywords: corporate culture; market orientation; non-profit organizations; organizational commitment; organizational culture; organizational performance; performance
Academic Unit/School: Faculty of Business and Law (FBL)
Research Group: Innovation, Knowledge & Development research centre (IKD)
Item ID: 40337
Depositing User: Sally Dibb
Date Deposited: 06 Jun 2014 09:49
Last Modified: 07 Dec 2018 21:59
URI: http://oro.open.ac.uk/id/eprint/40337
Share this page:

Metrics

Altmetrics from Altmetric

Citations from Dimensions

Download history for this item

These details should be considered as only a guide to the number of downloads performed manually. Algorithmic methods have been applied in an attempt to remove automated downloads from the displayed statistics but no guarantee can be made as to the accuracy of the figures.

Actions (login may be required)

Policies | Disclaimer

© The Open University   contact the OU