Introduction

A corporate culture is the atmosphere of common beliefs and practices in a company (Kimberlee, 2018). Same
values and goals are shared among employees in an organization to move towards a common goal. It has been
claimed that a culture type can contribute to success depending on strategic orientation and external/internal
environment. (Dr.A.Zafer, Pınar, 2014). The main asset of a corporation would be their employees as they
contribute effectively to its successful functioning (Harvard Business School, n.d). Therefore, they decide the
culture of the workplace. However, when a culture of an organization is formed, it affects the organizational
behavior (Esra, Iúık, Mithat, 2011) and decides the way employees perform and behave. The major focus of
this discussion would be to analyst based on four dominant culture types of Competitive Values Framework
(CVF) model by Cameron and Quinn (1999) which are clan, hierarchy, market, and adhocracy on how does a
culture impacts the organizational behavior and performance.
Analysis
In clan culture , obedience or tradition is what bonds the organization together. It emphasizes unity and high
team spirit making it a very cordial place to work and the leader someone you look up to (John, 2014).
In this culture, it is essential that the workers are taken care to ensure that they have what they need achieve
high performance. (Erkan, et al., 2017). There is more attention on suppleness and lower concern for structure
and management in this organization. Hence, employees remain driven by perception, common goals,
accomplishment and outcomes rather than strict rules and process, structure and control and there's greater
focus on suppleness. (Carmen, Jose, Antonio, 2017). Due to the member's closeness, nature of this culture in
an organization, knowledge sharing can be easier since the culture is fundamentally based on trust and has a
collaborative orientation which encourages expertise sharing. However, the drawback of this culture would be
that it can be hard for a newcomer to gain trust and it can take a certain amount of time to gain trust, from the
insiders. (Gaál et al., 2010)
According to Quinn and Spreitzer (1991). The hierarchical culture mirrors values and norms associated with
bureaucracy. In this type of culture, more importance is given to order and rules. (Quinn and Spreitzer (1991)
cited in Dr. A.Zafer, 2014). Goals are achieved through conventional rules and observed by supervision rather
than shared values. This also hinders work creativity as it is official and reliant on operational sustainability.
However, measures assigned are predetermined to keep the organization functioning smoothly. Implementing
formal rules and policies is one of the key feature of this culture which keeps the organization together.
However, due to the need of greater flexibility, most administrator don’t adopt this culture. (Erkan, et al.,
2017). Generally, hierarchy is described as a class of individuals ranked along one or more socially important
dimensions. Depending on coordination level factor, steeper hierarchies can either hinder or ease intragroup
communication. Their effects differ from communal structures which depend on a host of factors. (Cameron,
Courtney, 2010). The main characteristics of this culture is that it emphasizes on efficiency based on
well-defined process and procedures therefore, because of its effective supervision they have better
developed company performance. However, stability, predictability, and efficiency is a long-term concern for
this culture. (Salih, Ahmet, 2012). Efficiency would lead to excessive standardization in this culture however,
this is contradictory to the idea of agility. (Carmen, Jose, Antonio, 2017).
Market culture is defined as competitive culture. Employees in this culture focus more on personal growth
rather than their company’s goals. Employee emphasizes efficiency and achievement which makes them
goal-oriented. (Dr. A.Zafer, 2014). Within an organization that emphasizes market culture, success is measured
by market share and leadership. (Bogdanowicz, 2014 cited in Erkan, et al., 2017). Due to its competitive
nature,
leaders of the company are tough and demanding. Hence, this sets long-term goal for the organization as
employees are to emphasize on winning and ambitious on achieving goals and objective. (Erkan, et al., 2017)
which in return advance the performance results of an organization. Organizational innovativeness is one of
the element of market-oriented company culture, which in turn distress organization’s performance. This was
based on a study by (Kim et al., 2004; Kotter & Heskett, 1992; Saffold, 1988). Han et al., (1998) cited Salih.Y,
Ahmet. K, 2012).
Adhocracy culture is known to be a creative culture where employees take the risk and are innovative to
make
changes. Adhocracy culture is characterized by - far from being controlled environment (Erkan, et al., 2017).
Due to that freedom is given to employees to be flexible, imaginative and encourage to fuel new ideas hence
they tend to be happier, satisfied and successful in this environment. (Dr. A.Zafer, 2014). This culture type
focuses on a risk-taking, supple and inventive business situation (Erkan, et al., 2017). These characteristics of
adhocracy culture reproduce external orientation and have well-established acquaintance adaptation and
company performance (Tseng, 2010 cite Salih.Y, Ahmet. K, (2012). There’s a great potential to effect of
performance outcomes that relates to Adhocracy culture characteristics. (Salih.Y, Ahmet. K, (2012). Due to its
ethics, the adhocracy values characterize the most fit cultural type to lead a business on its way to becoming
agile. Therefore, given the greatly uncertainty, altering and compound corporate background where
organizations contest nowadays, an adhocratic culture that proactively stresses alteration, compliance, and
innovativeness (Carmen, José, Antonio, 2017).
Conclusion
In summary, when comes to the effectiveness of an organization, clan, and hierocracy they are Internal focus
and integration. On the other hand, adhocracy and market are external focus and differentiation. Where else
clan and adhocracy culture is an environment with flexibility and discretion for employees in an organization to
perform and hierarchy and market culture is an environment with stability and control for employees to in an
organization to perform. Based on the literature reviewed, the culture adopted by an organization will
influence performance and behavior the organization