Empirical Evidence for the Impact of Organizational Culture on Process Quality

Organizational Culture (OC) plays an increasingly important role in both literature and practice of BPM. Hence, companies and other organizations should be aware of their culture and the underlying values and perceptions which might influence the success of BPM initiatives. This paper addresses these issues and presents empirical evidence for the impact of OC on the quality of business processes. For this purpose a questionnaire survey has been conducted combining the assessment of OC and perceived process quality. Based on a sample of 145 employees of a financial services company, the results give clear empirical evidence that there is a strong positive influence of OC on the perceived quality of processes in an organization. Regression analyses show high explanatory significance for three of four organizational culture dimensions. The highest explanatory impact on process quality is given by the strategic orientation of an organization, followed by the structural conditions and the general management and leadership in an organization.

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