期刊名称：Journal of Open Innovation: Technology, Market, and Complexity
电子版ISSN：2199-8531
出版年度：2019
卷号：5
期号：1
页码：1-13
DOI：10.3390/joitmc5010017
语种：English
出版社：Springer
摘要：Culture is a key driving force in enhancing organizational performance. The results of recent studies indicate the importance of managers having the capacity to understand organizational culture and link it to organizational performance improvement. This study aims to examine the relationship between organizational culture and performance improvement in social enterprises. In the past, organizational culture was described in terms of a single dimension, but it is now understood that different cultures reflect different values and beliefs, in a seemingly contradictory manner, and can coexist within any given organization. We analyze the relationships among social enterprise networking, performance, and organizational culture, using the four organizational culture classifications of the competing values framework, which reflects recent perspectives. A survey was conducted among 100 social entrepreneurs, and latent profile analysis was applied to the data. The analytical results identify four latent profiles—namely, strong-balanced, weak-balanced, hierarchical, and group-dominant—and show that a balanced culture fosters high-level socioeconomic performance.
关键词：organizational culture; networking; competing value framework; latent profile analysis; social enterprise; performance
