Impact of Organizational Culture Values on Organizational Agility
AbstractTo 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
Share & Cite This Article
Felipe, C.M.; Roldán, J.L.; Leal-Rodríguez, A.L. Impact of Organizational Culture Values on Organizational Agility. Sustainability 2017, 9, 2354.
Felipe CM, Roldán JL, Leal-Rodríguez AL. Impact of Organizational Culture Values on Organizational Agility. Sustainability. 2017; 9(12):2354.Chicago/Turabian Style
Felipe, Carmen M.; Roldán, José L.; Leal-Rodríguez, Antonio L. 2017. "Impact of Organizational Culture Values on Organizational Agility." Sustainability 9, no. 12: 2354.
Note that from the first issue of 2016, MDPI journals use article numbers instead of page numbers. See further details here.