Organizational Culture Case Study
For over more than thirty years, the term organizational culture has asserted the importance due to increasing competitive environment. Given a broad array of studies in this subject, the concept seems to be concluded as contentious and confusing due to the differences in research focuses, semantics, and methodologies (Kotter & Heskett, 1992). One of a fundamental definition of organizational culture is provided by Schein (1984) as follows.
Organizational Culture is the pattern of basic assumption that a given group has invented, discussed, or developed in learning to cope with its problems of external adaptation and internal integration, and that have work well enough to consider valid and, therefore, to be though to new members as a collect
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To investigate how the cultural factors impact employee performance in a case of a Thai scientific equipment trading company. The Context of Study To study the cultural impact on organizational performance and specifically in the context of Thailand, this study was done in the case of a scientific equipment trading company in Thailand. The organization has been successfully operated in this industrial sector for over thirty years and employed more than two hundred employees. It therefore offers a great opportunity to understand roles of its organizational culture that influence its organizational performance as well as to understand how things are done in the context of Thailand.
Theoretical Framework
In an attempt to simplify the concept of organizational culture to be in an applicable manner for both practitioners and academicians, Schein (1984) views organizational culture as “dynamic evolutionary forces that govern how culture to evolves” (p.3). Beyond the manifestation supporting organizational culture as a critical successful factor, the structural model of organizational culture plays a necessary role in order to unfold the reason behind audible behavior patterns in organizations (Dauber, Fink & Yolles, 2012; Kong, 2003; Schein,
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Therefore, organizational culture is recognized as a key component to employee motivation and customer satisfaction. For example, the significant relationship between job satisfaction and organizational performance is often synergized with employee motivation and organizational culture (Roos & Van Eeden, 2008). This finding seemingly supports the study of Pantouvakis and Bouranta (2013) that organizational culture (i.e. organizational learning culture) indirectly creates a strong effect on customer satisfaction via employee job satisfaction when employees have a high level of educational
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