Abstract
Purpose - The purpose of this paper is to answer the question of "what is the relationship between organizational culture and strategy implementation" and to analyze their typological and dimensional correlations, so as to solve the problem of some failures in strategy implementation process in this aspect
Design/methodology/approach - Using a sample of 136 members of Iranian Karafarin Bank, this paper empirically examines the hypotheses that suggest relations between typologies and dimensions of organizational culture and dimensions of strategy implementation
Findings - The results confirm the hypotheses and unveil the relations between all typologies and dimensions of cultures and components of implementation. Results clear up the key role of flexibility of cultures in strategy implementation process. Additionally, findings verify flexible cultures have to do more with policy formation and structural factors in implementation. Moreover, results reveal the significant correlation between strategic emphases among culture and implementation of the strategy
Research limitations/implications - The main limitation of this research is to investigate the hypotheses only in a single enterprise and data were collected from one source
Practical implications - Findings can advise thoughtful managers to consider all dimensions of their organization's culture in order to successfully implement the strategy, simultaneously urge them to lead the organization through flexible cultures
Originality/value - The significant value of this research refers to its focus on typologies and dimensions of culture and strategy implementation which investigates their correlations. Due to the fact that the subject has not been studied in depth, this paper provides empirical evidence to confirm these relations exist. Particularly, clan and adhocracy culture have more relevance to implementation