How Does the Organisational Culture Influence Company Performance

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Date Submitted: 10/14/2012 06:11 AM

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The issue in our project is how does the organisational culture influence company performance?

Our group is interested to look into organization culture because we would like to study in-deep about the influence of organization culture on company performance. As we know, an organization’s cultural is the strongest assets or its biggest liability in the company. In fact, it has been argued that organization that has a rare and hard-to-imitate cultural enjoy a competitive advantage.

We need to identify the type of organization culture that existed in the company and the employees give the highest ability to achieve the company’s request. In addition, we need to identify the relationship between the organization culture and the company performance in respect of revenue, sales volume, market share, and stock price.

We would like to discover the power of organization culture that can control and manage employee behavior compare with if an organization uses the rules and regulation that already been stated. The most interesting part is regarding the staff willingness and eager to take on new challenges and to follow a new direction, or their willingness to provide the passive or active resistance to any changes when its occur and what effect it would give to company performance.

As we know, human beings shape their own pattern of thinking and behaviors while growing up. We need to determine how the employees from other countries communicate with local employees with their own language, and what difficulties they will encounter in their daily working environment.

Lastly, we also need to define the ways that managers use to support continuous improvement through organization culture.


Organization culture is the specific collection of values and norms that are shared by people and groups in an organization. Organization culture also affects the way they interact with each other and with stakeholders outside the...

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