Is organizational culture explicitly linked to perceived corporate performance? A multidimensional analysis of corporate culture and perceived corporate performance in the United States and Taiwan (China).

摘要

This dissertation extends Denison's (1995) culture and effectiveness model to Taiwan with a smaller sample of U.S. companies. Denison and Mishra (1995) reported that corporate culture is positively related to executives' perceptions of corporate performance. Their conclusions were only based on U.S. samples. Since 1995, several researchers have supported the model. A few studies included other countries as well as the U.S. However, companies in Taiwan, the thirteenth largest trading country, have not been studied. Therefore, along with some Fortune 500 companies in the U.S., this study surveyed Taiwan's Common Wealth 500 companies and medium-sized companies as well. The sample included 356 companies from 74 industries in the U.S. and Taiwan. The results show that corporate culture is positively related to corporate performance. There are similarities and differences between Taiwanese and U.S. companies. Mission was found to be related to all the performance indicators assessed in this study. Also, the participants from both countries assessed mission as the most effective culture trait to corporate performance. In addition, there are different relationships between organizational culture and performance in the two countries. Some generalizabilities of the relationship were supported by this study.