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Organizational innovation's moderati...

Slaughter, Christopher L.

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Organizational innovation's moderation of culture effects on company financial performance.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Organizational innovation's moderation of culture effects on company financial performance./
Author:	Slaughter, Christopher L.
Description:	119 p.
Notes:	Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.
Contained By:	Dissertation Abstracts International77-01A(E).
Subject:	Organization theory. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3722169
ISBN:	9781339041278

Organizational innovation's moderation of culture effects on company financial performance.
Slaughter, Christopher L.

Organizational innovation's moderation of culture effects on company financial performance. - 119 p.

Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.

Thesis (Ph.D.)--Walden University, 2015.

Despite 40 years of research, little is known about what moderates the relationship between organizational culture and company financial performance. This quantitative study examined if innovation moderates the relationship between an organization's culture, as measured by the Denison Organizational Culture Survey, and a company's financial performance, as indicated by return on assets (ROA). Understanding if innovation moderates the relationship between organizational culture and ROA could help business leaders foster a culture that maximizes financial performance. Lewin's field theory was the theoretical foundation explaining organizational culture. Denison Consulting provided the archival dataset, which included organizational culture scores and ROA data for 104 publically traded companies. Companies were classified into 5 innovation quintiles. Pearson's correlation, ANOVA, and multiple regression analyses were used to test the hypotheses. The results indicated that ROA did not correlate with Denison's organizational culture dimensions of adaptability, mission, consistency, and involvement; the second highest and second lowest innovation quintiles had greater ROA at high levels of mission and consistency as compared to low levels of mission and consistency; and innovation moderated the relationship between organizational culture and ROA. Enabling companies to maximize their financial performance by adjusting their organizational culture in relationship to their innovation strategies could enable the creation of cutting-edge products and services, thereby generating positive social change.

ISBN: 9781339041278Subjects--Topical Terms:

2122787
Organization theory.

Organizational innovation's moderation of culture effects on company financial performance.
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245 1 0 $a Organizational innovation's moderation of culture effects on company financial performance.
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500 $a Source: Dissertation Abstracts International, Volume: 77-01(E), Section: A.
500 $a Adviser: Vincent J. Fortunato.
502 $a Thesis (Ph.D.)--Walden University, 2015.
520 $a Despite 40 years of research, little is known about what moderates the relationship between organizational culture and company financial performance. This quantitative study examined if innovation moderates the relationship between an organization's culture, as measured by the Denison Organizational Culture Survey, and a company's financial performance, as indicated by return on assets (ROA). Understanding if innovation moderates the relationship between organizational culture and ROA could help business leaders foster a culture that maximizes financial performance. Lewin's field theory was the theoretical foundation explaining organizational culture. Denison Consulting provided the archival dataset, which included organizational culture scores and ROA data for 104 publically traded companies. Companies were classified into 5 innovation quintiles. Pearson's correlation, ANOVA, and multiple regression analyses were used to test the hypotheses. The results indicated that ROA did not correlate with Denison's organizational culture dimensions of adaptability, mission, consistency, and involvement; the second highest and second lowest innovation quintiles had greater ROA at high levels of mission and consistency as compared to low levels of mission and consistency; and innovation moderated the relationship between organizational culture and ROA. Enabling companies to maximize their financial performance by adjusting their organizational culture in relationship to their innovation strategies could enable the creation of cutting-edge products and services, thereby generating positive social change.
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