ORGANIZATIONAL CULTURE AND PERFORMANCE: A REVIEW OF THEORETICAL PERSPECTIVES AND EMPIRICAL FINDINGS INDIAN SCENARIO

Abstract

Organizational culture plays a pivotal role in shaping the behavior, attitudes, and performance of individuals within an organization. This paper provides a comprehensive review of theoretical perspectives and empirical findings on the relationship between organizational culture and performance, with a specific focus on the Indian scenario. Theoretical frameworks, such as Schein's model, Hofstede's cultural dimensions, and Cameron & Quinn's Competing Values Framework, are discussed to provide a theoretical foundation for understanding organizational culture. Empirical studies on organizational culture and performance, both globally and in the Indian context, are reviewed to highlight the impact of culture on various performance outcomes. The paper also explores the challenges and opportunities associated with building and sustaining a strong organizational culture in India, as well as unique cultural factors that affect organizational performance. Through this review, the paper aims to contribute to a better understanding of how organizational culture can be leveraged to enhance performance in Indian organizations.