Impact of Organizational Culture on Organizational Performance: an Empirical Assessment of Banking Sector in Jammu and Kashmir India

Abstract

This study proposes a conceptual model of the impact of organizational culture on organizational performance of select banking organizations in Jammu and Kashmir, India. The secondary objective of this research work was to find out which organizational culture type is dominant and mostly prevailing in the concerned banking companies. This study proposes a conceptual mode which was tested on the 290 respondents consisting of branch heads, executive level and senior staff of banking sector organizations in the state of Jammu and Kashmir, (India). All the data analysis was operated through The Statistical Packages for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS) version 20. To find the fit of the conceptual model, the Structural Equation Model (SEM) was used so as to identify the impact of four types of organizational culture types namely; bureaucratic, community, competitive and innovative cultures on organizational performance. The findings reveal that organizational culture affects organizational performance directly and significantly as all cultural styles namely; bureaucratic, community, competitive and innovative cultures have shown significant and direct impact on organizational performance. However, competitive and innovative cultures were dominant form of cultures which have shown more impact than bureaucratic and community cultures.