review · Cogent Business & Management
Organisational inefficiency and ineffectiveness often stem from internal identity crises, which can be mitigated through a well-defined organisational culture. A review of 52 rigorously screened studies across major academic databases provides an analysis of how culture shapes workplace dynamics. The evidence shows that organisational culture fundamentally directs employee interactions, treatment, and overall management. Among the most widely researched dimensions are innovation, teamwork, result orientation, involvement, masculinity, and power distance. The literature examines cultural formation and change through three distinct lenses: functional, leader-trait, and culture transfer approaches. Additionally, workplace cultures fall into four broad orientations: workplace, business, system, and group orientations. By identifying gaps in existing research, these findings clarify how distinct cultural models can help organisations address structural and behavioural challenges.
Organisational culture directly affects how businesses function, yet leaders frequently struggle to pinpoint why internal systems underperform. By categorising the primary dimensions and perspectives of culture, this synthesis helps managers and institutional leaders understand the underlying behavioural drivers behind operational inefficiency, providing a clear conceptual framework to diagnose workplace challenges and improve staff engagement.
As a systematic literature review, this research does not present an applied tool, product, or direct commercial application pathway. Its insights could theoretically assist management consultants and human resource professionals looking to structure cultural diagnostic tools or change programmes. However, because the study operates purely at a conceptual and synthesised review level, it remains early-stage background knowledge rather than a validated operational methodology.
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Organizational inefficiency and ineffectiveness are often linked to identity crises within the organizational context.this systematic review seeks to enhance the comprehension of Organizational culture (Oc) as a crucial approach to addressing such crises.the study focusses on the measurements, perspectives, and orientations of Oc, providing comprehensive analyses of recent research on the subject.employing a systematic literature review methodology, rigorous screening criteria were applied to select articles from reputable databases, such as Science Direct, elsevier, taylor & Francis, JStOR, emerald, Springer, wiley, Sage, and google Scholar.a total of 52 articles, meeting the defined selection criteria, underwent thorough review and analysis, yielding valuable insights.the findings emphasize the significant impact of Oc on workplace dynamics, influencing employee interactions, treatment, and management.the dimensions most frequently explored within Oc include innovation, teamwork, result orientation, masculinity, involvement, and power distance.this review delves into the existing literature on the creation and modification of Ocs, utilizing three distinct perspectives: functional, leader-trait, and culture transfer.cultural orientations are categorized into four main groups: workplace orientation, business orientation, system orientation, and group orientation.in conclusion, this study identifies limitations in current research and proposes potential future research directions, thereby contributing to the ongoing discourse on organizational culture and its implications for organizational effectiveness and efficiency.
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DOI: 10.1080/23311975.2024.2340129
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