Cameron and Quinn's model of organizational culture: A case study in CAC bank

Pinar Başar, Emel Ilkan, Faiza Mutair

Research output: Contribution to journalArticlepeer-review

Abstract

The main purpose of this study is to reveal the cultural profile of CAC (Corporate Agriculture Credit Bank). The cultural dimensions of an organization can be important for a number of reasons. a strong cultural structure can guide behavior and performance, and can help organizations achieve their desired outcomes. Understanding the cultural profile of an organization can also provide insight into the business environment and can be useful for improving the overall performance of the organization. This methodology is a deep interview with managers and employees and secondary data. It is designed to diagnose the cultural dimensions according to the Organizational Culture model of Cameron and Quinn. It is one of the businesses in which a mixture of organizational cultures (hierarchy, clan, adhocracy, and market cultures) serves its objectives. It went through various stages in changing the organizational culture and orientation of the bank. It has become one of the most important organizations targeted by employees. The results indicate that CAC-Bank Culture is dominated by firms with a mixture of clan and adhocracy cultures. The nature of organizational culture based on the competing values influence the performance of the employees and the corporate. It is very difficult to collect data from companies. A strong cultural structure is perceived to guide to behavior and performance desired by organizations. The framework provides the perspective for improving an understanding of organizational culture and business environment also outcome variables such as performance.
Original languageEnglish
Pages (from-to)259-266
Number of pages8
JournalJournal of Organizational Behavior Research
Volume7
Issue number2
DOIs
Publication statusPublished - 30 Sep 2022

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