Perceived Differences In Culture, Environmental Hostility And Firm Performance: A Study Of Indian Organizations Using Competing Value Framework

Abstract

This paper explores a relationship between corporate culture and the performance of the firm within the context of varying environmental hostility. We collected data from 70 firms and tried to identify the impact of perceived differences between actual and desired culture on the indicators mentioned above. The results indicate that there is a moderating impact of environmental hostility on perceived cultural differences and sales growth with respect to both open systems and human resources model. Similar results however could not be established for growth in employee strength and the other two models of competing value framework.