Impact of Organizational Culture and Structure on Organizational Commitment and Individual Performance: Mediating Role of Self Efficacy

Abstract

This study examines the impact of four types of organizational culture on the affective organizational commitment of the employees along with in-role and extra role behavior. We also measured the mediating effect of self-efficacy in the relationship and the moderating effect of organizational structure between the types of organization culture and self-efficacy. 732 respondents and their supervisors completed two surveys, producing 434 matched surveys. Results of Regression and mediation analysis revealed the impact of organizational cultures on affective commitment and performance indicators as hypothesized. Self-efficacy showed partial mediation in most of the relationships after controlling for the gender, and experience levels of the individuals. We also found evidence for the impact of organic structure on self-efficacy within adhocracy.