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Open AccessArticle

Impact of Organizational Culture Values on Organizational Agility

Department of Business Administration and Marketing, Universidad de Sevilla, Seville 41018, Spain
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Sustainability 2017, 9(12), 2354; https://doi.org/10.3390/su9122354
Received: 20 October 2017 / Revised: 1 December 2017 / Accepted: 13 December 2017 / Published: 17 December 2017
To remain competitive within the current, uncertain business scenario, it is vital for firms to develop capabilities that lead them to adapt and offer quick responses to market changes. Under the dynamic capabilities view of the firm, this paper proposes a model that presents an exhaustive analysis of two relevant research gaps: (i) the underlying relationships that determine the impact exerted by each of the four organizational culture typologies, comprised in Cameron and Quinn’s Competing Values Framework on organizational agility and, (ii) the contingency effect exerted by a key environmental factor, the industry’s technology intensity. An empirical study is performed to test the relationships proposed, using data collected from 172 Spain-based companies. To examine the contingency effect of technology intensity, the sample is divided into two subsamples, high and medium tech companies. This work uses partial least squares path-modeling, a variance-based structural equations modeling technique, in order to test and validate the research model and hypotheses posited. In addition, thorough analyses are carried out to assess the predictive performance of our model. View Full-Text
Keywords: organizational culture; organizational agility; competing values framework; technology intensity; partial least squares organizational culture; organizational agility; competing values framework; technology intensity; partial least squares
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Felipe, C.M.; Roldán, J.L.; Leal-Rodríguez, A.L. Impact of Organizational Culture Values on Organizational Agility. Sustainability 2017, 9, 2354.

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