Understanding the Role and Impact of Organizational Culture: An Exploration of Adaptive and Family-Owned Business Culture Characteristics
Open Access DepositedIn a global environment whose only constant is that of change, organizations are faced with an increasingly greater need for adaptation. Extant research has supported the role of organizational culture in promoting and supporting such adaptive behaviors and more recently, the focus has shifted to investigating specific types of organizational culture. In addition to the more prominent streams of culture research, family-owned business (FOB) research has long focused on the unique cultures within FOBs and how they differ from non-FOBs. The purpose of the current study was to combine a prominent area of culture research, adaptive organizational cultures, with that of FOB culture research to determine how they may work together to produce greater impact on an organization’s performance. Six cultural characteristics, three from each culture type, were selected to represent the two cultural types; 118 organizations from the 1990 S&P 500 were coded on these six characteristics. Additionally, two measures of financial performance were calculated for each organization across a 29-year period (1990-2019): annual return and the Sharpe Ratio, a risk-adjusted metric. Using this data, a series of analyses were conducted, including a Pearson Chi-Square test, multiple regressions to test the ability of the six cultural characteristics to predict performance, and an exploratory latent profile analysis that examined the possibility of cultural profiles and then tested if those profiles could predict performance. While none of the statistical analyses resulted in significant findings, the study did result in several meaningful implications and insights into the role of organizational culture and how it may be studied in the future.
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Rossetter_gwu_0075A_16743.pdf | 2024-10-02 | Open Access |
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