Organizational Culture Impact on Organization Social Aspects

Introduction to the Concept

Organizational culture is a definition that defines how certain beliefs, inferences, general and personal values, as well as communication methods in an organization or company build its social and psychological aspects (Bateman, 2022). Five academic papers were selected to identify common characteristics and differences in conceptualizing organizational culture. Also, the similarities and differences of scientific data regarding concepts were considered and studied as part of its impact on the organization’s efficiency.

What were the Differences and Similarities in the Research Done Regarding the Concept?

The authors of all the selected sources studied the concept of organizational culture quite profoundly, and each of them, to a certain extent, was able to reveal one or another of its definitions. For example, the study by K. Sharma and S. Sharma is a complex combination of the term organizational culture, which the authors combined into a standard definition. According to their collected definitions, OC is a set of values ​​, beliefs, and norms that determine precisely how people explain their behavior in an organization (2022, p. 9). A similar idea can be traced by other researchers who believe that organizational culture and the concept of corporate culture are created by people and their behavior (Boyukaslan & Riza, 2022). Thus, they come to a common opinion that organizational culture is primarily determined not by management but by employees.

However, in studies related to market and technology orientations, the authors notice that the OC is used in organizations to successfully solve specific problems that should be transferred through experience to new employees (Kim & Jung, 2022) (Borodako et al., 2022). They also notice that in this way, organizations have their own culture of perception of information coming into the general environment. In general, everyone agrees that the employees primarily form culture, and only then can it be applied as a tool for solving basic or complex tasks for the company’s successful operation.

What was Unique in Each Article Regarding the Author’s Approach to the Concept?

Nonetheless, each of the authors of all five studies demonstrated unique concepts of organizational culture that adequately fit into their methodology and goals. For example, a study in the field of OC influence on the strategic planning of firms tried to combine several definitions of other scientists at once into one (K. Sharma & S. Sharma, 2022). It is since the authors of this study tried to draw conclusions based on existing data. Boyukaslan and Riza, on the contrary, decided to focus on Denison’s theory, which includes four factors that help determine precisely how OC can be used to improve the performance of various firms around the world (2022, p.152). The third selected study attempted to conceptualize OC through the lens of leadership. In their opinion, the leadership qualities of the head of the company or manager determine the entire culture of the company and other employees (Cosmin et al., 2021). Kim and June formed a completely different concept; they tried to determine how exactly the culture within the organization contributes to the ability of employees to cope with stress. It is this factor, in their opinion, that is the key to the effective operation of the company (Kim & Jung, 2022). In addition, “supportive organizational culture directly impacts the organizational performance,” as the authors of the latest study already note, where they tried to combine the concepts of market orientation and the OC itself (Borodako et al., 2022, p.4).

What are the Similarities in the Research Findings?

In the studies, there are quite a few general findings, to the extent of their heterogeneity and the initial goals that the authors set for themselves. Be that as it may, as a result of a literature review and analysis of K. Sharma’s research, it was found that OK in 85% of cases is a determining factor in building long-term strategies and their application in a company (2022, p. 23). This statement is supported by Borodako and his co-authors, who statistically confirmed the correlation between organizational culture and employee productivity in Polish companies (2022, p. 10).

What are the Differences in the Research Findings?

Researchers from Turkey obtained quite intriguing results. According to them, only the component of the overall mission in corporate culture determines how successful the company will be in terms of its financial performance. Their figures did not show the statistical nature of organizational culture as the main factor in determining the high financial expectations of an organization (Boyukaslan & Riza, 2022, p. 167). Yet, it is worth recognizing that their indicators and data cannot be applied to companies from other countries. A significant role, in this case, is played not only by organizational culture but by the society’s culture as a whole, depending on what country will be chosen. The authors themselves suggested a similar explanation, so they decided to highlight this feature separately in the final part.


Concluding, it is worth making the following conclusions. Much of the research on organizational culture is still trying to find its connection with high performance and the performance of various companies. However, some researchers are shifting the focus to social and psychological paradigms. During the collection and literature review, it was also noticed that this concept is increasingly being explored within medical institutions. In general, organizational culture remains one of the most researched concepts in corporate ethics and management, which each time finds application in its classical interpretation and alternative areas where communicative and technological relations are present.


Bateman, T. S., & Konopaske, R. (2022). Managing in a global world. In T. S. Bateman, R. Konopaske, & 7th (Ed.), Management (pp. 48-49). New York: McGraw Hill.

Borodako, K., Berbeka, J., Rudnicki, M., Łapczyński, M., Kuziak, M., & Kapera, K. (2022). Market orientation and technological orientation in business services: The moderating role of organizational culture and human resources on performance. PloS One, 17(6), e0270737.

Boyukaslan, A., & Aşıkoğlu, H. R. (2022). Does Organizational Culture Impact on Firm Performance: Evidence From Turkey. Istanbul University Journal of the School of Business Administration, 51(1), 149–174.

Cosmin, D., Ruxandra, D., & Cristina, D. (2021). Evaluating the Organizational Culture from Romanian Private Companies Using the Organizational Culture Assessment Instrument (Ocai). Studies in Business & Economics, 16(3), 60–71.

Kim, J., & Jung, H.-S. (2022). The Effect of Employee Competency and Organizational Culture on Employees’ Perceived Stress for Better Workplace. International Journal of Environmental Research and Public Health, 19(8).

Sharma, M. K., & Sharma, S. (2022). Role of Organizational Culture as an Internal Business Factor in Successful Strategy Execution: A Review. IUP Journal of Management Research, 21(2), 7–28.

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