The article is purposed to assess the impact of corporate entrepreneurship on organizational culture, supply chain management performance and business performance. Particularly, it examines the moderating role of organizational culture and corporate size on the relationship between corporate entrepreneurship and business performance. The research is carried out on 96 chemical companies in Vietnam, using PLS–SEM technique. The results indicate that organizational culture and company size had moderating role effected positively by corporate entrepreneurship to business performance through organizational culture and supply chain management performance.

Organizational culture has been documented as a driving force of the acceptance of accounting information systems in business and accounting information quality; whereas accounting information quality as a causation of the acceptance of accounting information systems in business. The acceptance of accounting information systems in business could mediate the causal connection from organizational culture to accounting information quality. Nonetheless, nearly none of the projects has assessed the mediating role of the acceptance of accounting information systems in business, especially in Vietnam as a developing country. The current research tries to investigate the mediation of the acceptance of accounting information systems in business in the research model. The findings indicate that the acceptance of accounting information systems in business transmits part of the influence of organizational culture on accounting information quality. The current research could make some contributions to how executives ought to decide on organizational culture as well as on the acceptance of accounting information systems in business so that their organizational performance could be improved.

This study aims to learn the effect of the Total Quality Management dimensions, Top Management Support, Customer Focus, Process Management, Employees Participation, Employees' Empowerment, and Continuous Improvement, on financial performance by moderating organizational culture. The study population includes nine transport companies listed on the Amman Stock Exchange until the end of 2019. Alia Company and Royal Jordanian Airlines were excluded since its financial data formed extreme values when compared with the values of the rest of the companies. The study uses Multiple Linear Regression to test the hypotheses. The study found a statistically significant effect at the level of significance (α < 0.05) for both top management support, customer focus, employees’ participation and empowerment, by moderating the organizational culture on financial performance measured by return on asset for the Jordanian transport companies listed on the Amman Stock Exchange. In light of the statistical results, the study presented several recommendations, the most important of which was to increase the top management interest in cultivating a profound organizational culture towards learning, development, mastering performance and improving the quality of its services to attract customers, and distinguish the organization from other organizations, in a way that reflects positively on developing its financial performance.

The purpose of this study was to determine the rule of organizational citizenship behavior (OCB) and innovative work behavior (IWB) in mediating the influence of organizational commitment and culture to employee performance with Bank Riau Kepri as the research object. Samples in this study were 105 employees of Bank Riau Kepri. Samples were taken using proportional stratified random sampling technique. Data collecting in this study was done using closed-questionnaires as research instrument. Data collected was analyzed using SmartPLS 3.0 program. The results of this study found that: (1) Organizational commitment variable had not influenced to employee performance, (2) Organizational culture variable had influenced to employee performance, (3) OCB fully mediated the influence of organizational commitment to employee performance, and (4) IWB partially mediated the influence of organizational culture to employee performance.

The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

This paper presents a study to measure the effects of culture and strategic orientation on service innovation capabilities on selected banks in province of Alborz, Iran. The survey uses a questionnaire consists of 40 questions where 5 questions are associated with service innovation, 11 questions are related to strategic orientation and 24 questions measures organizational culture. Cronbach alpha for service innovation capabilities, strategic orientation and organizational culture were 0.73, 0.84 and 0.91, respectively. Using structural equation modeling as well as regression technique, the study has determined that organizational culture influences positively on structural orientation (B = 0.6, t-value = 13.56), organizational culture influences positively on service innovation capability (B = 0.43, t-value = 8.73) and finally structural orientation influences positively on service innovation capability (B = 0.35, t-value = 7.22).

This study aims to study the relationship between organizational culture and organizational success in order to offer solutions for improving the performance and increasing the efficiency level of staffs. The statistical community of this research includes 1518 employees in organizations of Khorasan Razavi province. Sample volume is calculated through Morgan’s formula. Stratified sampling is the selected sampling method of this research. The results shows that organizational culture affected the organizational success and increasing of organizational culture could lead to more organizational success. Also it could be applied in components of organizational culture. According to results, there is no significant relationship between stability and integrity culture and organizational success and between adaptability culture and organizational success in Welfare organization. Moreover, analysis indicates that participative culture had more effect on organizational success in comparison with other criteria and one unit change of participative culture leads to 0.365 of unit change in organizational culture. Finally, the study indicated that although mission culture had significant relationship with organizational success solely, but it had negligible role in organizational success in comparison with other components of organizational culture.

This paper presents an empirical investigation to study the effects of organizational culture on individual’s innovation. The study designs a questionnaire consists of 30 questions in Likert scale, which has 4 main categories and 16 sub-categories. The main hypothesis of the survey investigates whether or there is a positive relationship between organizational culture and individual’s innovation. Using Spearman correlation ratio as well as stepwise regression technique, the study has confirmed a positive and meaningful relationship between organizational culture and individual’s innovation. In addition, there are positive and meaningful relationship between individual’s innovation and knowledge sharing, top management support, supporting mechanism and management’s accepting criticism.

Studying the behavior of members of a firm is considered as the primary step in understanding the organization & apos; s culture. In fact, it is always essential to study organizations’ culture when a new action is about to occur. In fact, by leveraging culture, it is becoming easier to accomplish other tasks within organizations. This paper presents an empirical investigation to determine important factors influencing organizational culture in food industry. The proposed study has adapted a questionnaire based on Denison organizational culture dimensions and distributed it among different groups of employees who worked for one of Iranian food maker in city of Zahedan, Iran. Cronbach alphas for job involvement, consistency, compatibility and mission are 0.786, 0.779, 0.707 and 0.908, respectively. The results indicate that dimensions of job involvement (3.31) and organizational compatibility (3.16) are in better position compared with dimensions of consistency (3.14) and mission (3.11). The study does not find any significance difference between in internal-external focus. In other words, the organization has paid sufficient attention to internal as well as external affairs.

This paper presents an empirical investigation to study the effects of organizational culture and information technology on knowledge sharing in national foundation of computer games (NFCG) located in city of Tehran, Iran. The proposed study designs a questionnaire in Likert scale, distributes it among 55 selected people who work for NFCG, which consists of three categories of organizational culture, information technology and knowledge sharing and Cronbach alphas are calculated as 0.869, 0.707 and 0.773, respectively. Using ANOVA test, the study has determined a positive and meaningful relationship between organizational cultures and knowledge sharing. However, the study has not determined any positive and meaningful relationship between information technology and knowledge sharing. Furthermore, while the results of the study have not indicated any meaningful relationships between trust, employee communication on one side and knowledge sharing on the other side, there were positive and meaningful relationships between reward system and organizational structure on one side and knowledge sharing on the other side.