The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

Mehmet Kiziloglu

doi:10.2478/ijm-2021-0008

.blurhash-client-img { display: none !important; }

The effect of organisational culture on organisational performance: the mediating role of intrapreneurship

The Irish Journal of Management

Volume 41 (2022): Issue 1 (July 2022)

By: Mehmet Kiziloglu

Open Access

|Aug 2022

Figures & Tables

Theoretical model of organisational culture traits (Denison & Mishra, 1995)

Table 1

Demographics

		n	%
Age	below 25 years	30	6.8
	26–35 years	210	47.8
	36–45 years	180	40.9
	46 – 55 years	15	3.4
	above	5	1.1
Gender	Male	240	54.5
	Female	200	45.5
Education	Undergraduate	290	65.9
	Graduate	150	34.1

Table 2

Summary of CFA fit indices for all constructs

	CR	AVE	CA	CFI	GFI	RMSEA	RMR	χ²	df
Involvement	0.874	0.636	0.884	0.988	0.992	0.079	0.030	7.545*	2
Consistency	0.859	0.670	0.836	1.00	1.00	0.511	0.000	346.23*	3
Adaptation	0.822	0.608	0.836	1.00	1.00	0.464	0.00	286.005*	3
Mission	0.920	0.743	0.848	0.972	0.977	0.147	0.037	21.087*	2
Intrapreneurship	0.841	0.718	0.947	0.892	0.885	0.171	0.067	192.833*	14
Organizational	0.830	0.696	0.801	0.920	0.940	0.244	0.060	54.078*	2
performance

[i] CF – Composite Reliability; CA – Cronbach’s Alpha; AVE – Average Variance Extracted, CFI – Comparative Fit Index; GFI – Goodness Fit Index; RMSEA – Root Mean Squared Error of Approximation; RMR – Root Mean Squared Residual; χ² – Chi Squared Test; df – Degree Freedom

Table 3

Mean, standard deviation and inter-correlation

	Mean	S.D.	1	2	3	4	5	6
Involvement	3.67	0.880	0.79
Consistency	3.65	0.876	.523^**	0..81
Adaptability	3.76	0.792	.405^**	.546^**	0.77
Mission	3.70	0.853	.387^**	.424^**	.658^**	0.86
Intrapreneurship	3.75	0.837	.258^**	.540^**	.681^**	.569^**	0.97
Performance	3.75	0.838	.400^**	.504^**	.672^**	.669^**	.803^**	0.83

** Correlation is significant at the 0.01 level (2-tailed).

Note: Bold figures are square root of AVE.

Table 4

Path Analysis – Direct Impact of organizational culture on organizational performance

		SE	Lower bounds	Upper bounds	Significance Value
	Managerial Position → OP	−.005	−.039	.209	.831
	Intrapreneurship → OP	.603^*	.060	.685	.001
H1(a)	Involvement → OP	−0.134	.099	.193	.217
H1(b)	Consistency → OP	−.032	−.021	.034	.441
H1(c)	Adaptation → OP	.064^*	.173	.151	.004
H1(d)	Mission → OP	.240^*	−..039	.308	.001

Table 5

Path analysis – Indirect impact of organizational culture on organizational performance

		Effect	Lower bound	Upper bound	Significance Value
H2(a)	Involvement → Intrapreneurship → OP	−.049^*	−.152	−.049	.001
H2(b)	Consistency → Intrapreneurship → OP	.228^*	.125	.0228	.001
H2(c)	Adaptation → Intrapreneurship → OP	.345^*	.204	.345	.001
H2(d)	Mission → Intrapreneurship → OP	.176^*	.091	.176	.001