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Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm

Jossy Mathew Orcid Logo

Employee Relations: The International Journal, Volume: 41, Issue: 3, Pages: 538 - 551

Swansea University Author: Jossy Mathew Orcid Logo

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DOI (Published version): 10.1108/er-09-2017-0219

Abstract

PurposeThe purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.Design/methodology/approachThe empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-persp...

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Published in: Employee Relations: The International Journal
ISSN: 0142-5455
Published: Emerald 2019
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URI: https://cronfa.swan.ac.uk/Record/cronfa64160
first_indexed 2023-09-15T05:48:19Z
last_indexed 2026-06-19T05:17:51Z
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spelling 2026-06-18T12:01:29.9543383 v2 64160 2023-08-29 Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm 2c24e88a0aeab1ee58d837f22cb1123a 0000-0003-2715-0810 Jossy Mathew Jossy Mathew true false 2023-08-29 CBAE PurposeThe purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.Design/methodology/approachThe empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.FindingsIntegrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.Practical implicationsThere is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented.Originality/valueThrough an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness. Journal Article Employee Relations: The International Journal 41 3 538 551 Emerald 0142-5455 Organizational culture, Organizational effectiveness, three-perspective framework 20 3 2019 2019-03-20 10.1108/er-09-2017-0219 COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University 2026-06-18T12:01:29.9543383 2023-08-29T16:36:54.6211622 Faculty of Humanities and Social Sciences School of Management - Human Resource Management Jossy Mathew 0000-0003-2715-0810 1
title Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
spellingShingle Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
Jossy Mathew
title_short Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
title_full Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
title_fullStr Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
title_full_unstemmed Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
title_sort Organisational culture and effectiveness: A multi-perspective evaluation of an Indian knowledge-intensive firm
author_id_str_mv 2c24e88a0aeab1ee58d837f22cb1123a
author_id_fullname_str_mv 2c24e88a0aeab1ee58d837f22cb1123a_***_Jossy Mathew
author Jossy Mathew
author2 Jossy Mathew
format Journal article
container_title Employee Relations: The International Journal
container_volume 41
container_issue 3
container_start_page 538
publishDate 2019
institution Swansea University
issn 0142-5455
doi_str_mv 10.1108/er-09-2017-0219
publisher Emerald
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Human Resource Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Human Resource Management
document_store_str 0
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description PurposeThe purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.Design/methodology/approachThe empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.FindingsIntegrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.Practical implicationsThere is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented.Originality/valueThrough an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
published_date 2019-03-20T05:10:45Z
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score 11.110217

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