Organizational culture has been extensively studied by scholars with over 4,600 articles
published on the topic since 1980, and much of this research has focused on the purported link
between organizational culture and organizational outcomes (Hartnell, Ou, and Kinicki 2011).
Organizational outcomes can be broadly categorized as employee attitudes, operational
effectiveness or financial effectiveness (Hartnell et al. 2011). Previous research has shown
substantive relationships between different cultural archetypes and a wide variety of specific
organizational outcomes including team effectiveness, organizational safety climate, employee
job satisfaction, product quality, employee involvement, turnover intentions, customer service,
physician satisfaction, patient satisfaction, organizational profit, market performance and
organizational commitment (e.g., Cameron and Freeman 1991; Denison and Mishra 1995;
Detert, Schroeder, and Mauriel 2000; Goodman, Zammuto, and Gifford 2001; Gregory, Harris,
Armenakis, and Shook 2009; Hartmann, Meterko, Rosen, Zhao, Shokeen, Singer, and Gaba
2009; Hartnell et al. 2011; Lukas, Mohr, and Meterko 2009; Meterko, Mohr and Young 2004;
Quinn and Spreitzer 1991; Strasser, Smits, Falconer, Herrin, and Bowen 2002).
While the extant research provides convincing evidence of the influence of organizational
culture on organizational outcomes, some scholars have called for additional empirical research
into the mechanisms through which organizational culture affects those outcomes (Gregory et al.
2009). One potentiality is that organizational culture influences the attitudes of employees,