Örgütsel kültür ve pazar odaklılık performansı: "kültür tipi" ve "güçlü kültür" önermelerinin Türkiye'de testi

This research is conducted to answer the question of how various organizational cultural frameworks (Quinn, 1988; Schein, 1992) are related to organizations’ market orientation (Kohli & Jaworski, 1990; Narver & Slater, 1990) in the Turkish business context. We used the “competing values framework” (Quinn, 1988) to investigate the relationship of culture type and culture strength with the employees’ perceptions of their organization’s market orientation performance. It was hypothesized that the employees of organizations with dominant adhocracy or clan type cultures, compared to bureaucracy or market type cultures are more likely to report higher levels of market orientation. In addition, we hypothesize that market orientation perceptions will be higher in organizations with strong adhocracy or strong clan cultures compared to weak adhocracy or weak clan cultures. Data for the study was collected online in 2008 from 586 employees (74% response rate) working in various functions of 14 different firms of a holding company and hypotheses were tested using hierarchical linear modeling. Results partially support all hypotheses. Findings suggest that the competing values framework can be used to describe organizational cultures, and understand how organizational cultural values relate to perceptions of market orientation in Turkey.