[雙語翻譯]財務績效外文翻譯--組織文化對企業(yè)財務績效的影響--來自發(fā)展中國家的證據(jù)（英文）

1、 Procedia - Social and Behavioral Sciences 81 ( 2013 ) 428 – 437 1877-0428 © 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and peer review under the responsibil

2、ity of Prof. Dr. Andreea Iluzia Iacob. doi: 10.1016/j.sbspro.2013.06.455 1st World Congress of Administrative 1. Introduction . They are looking for the ways to be more creative, innovative and competitive. There are d

3、ifferent factors that affect the performance of the firms. One of the factors that has been suggested to influence firm performance is the organisational culture (Cameron Duke II Fekete Peters Saffold, 1988; Zheng e

4、t al., 2010). Because of its importance and implications for individual and organisations, a great deal of attention has been given to the organizational culture and related studies (Barney, 1986; Ojo, 2010; Oparanma, 2

5、010). Theoretical arguments support the idea that organisational culture is related organisational performance (Ahmed, 1998; Cameron Peters Saffold, 1988; Zheng et al., 2010). There are also empirical * Corresponding

6、 author: . Tel.: +90-533-610-4998 E-mail address: syes66@hotmail.com Available online at www.sciencedirect.com© 2013 The Authors. Published by Elsevier Ltd. Open access under CC BY-NC-ND license. Selection and pee

7、r review under the responsibility of Prof. Dr. Andreea Iluzia Iacob.430 Salih Yesil and Ahmet Kaya / Procedia - Social and Behavioral Sciences 81 ( 2013 ) 428 – 437 2.2. Firm performance Firm performance reflect

8、s the extent of goal achievement in the organization's workforce, capital, marketing, and fiscal matters (Marcoulides Lim, 1995). Reviewing the culture-performance relationship, Abu-Jarad et al. (2010) noted that

9、the most common measures of organizational performance are financial profitability and growth. In a study investigating the link between culture and performance of NGOs, Duke II Cameron Saffold, 1988; Zheng et al., 20

10、10). Zheng et al., (2010) argued that organizational culture is one of the key organizational assets that have been studied extensively in their association with organizational effectiveness based on the resource based

11、 view. Similarly Peters & Waterman (1982) contended that organisational culture plays crucial role in determining the effectiveness of the organisations. Oparanma (2010) asserted that organisational culture stimula

12、tes or engenders many other activities that bring about corporate success. Ogbonna & Haris (2000) suggested that despite the questions related to the culture-performance link, there are sufficient evidence for th

13、e hypothesised relationship between organisational culture and organizational performance. Organisational culture can also give organisations competitive advantages (Martins & Martins, 2002). Barney rare, and iEmpir

14、ical studies also provide the evidence of link between organisational culture and organisation related performance outcomes. Kim et al., (2004) reported that culture was found to impact a variety of organizational proc

15、esses and performance. The strength of cultural values was found to be correlated with the organizational performance of firms in a few cases. For example, it was correlated with return on assets in manufacturing firms,

16、 growth in annual premiums and sum assured in insurance firms. There were no significant correlations with hospital performance. Marcoulides & Heck (1993) found that organizational culture has a strong direct effec

17、t on organizational performance. Oparanma (2010) found that organisational culture is an important variable to be considered when organizational performance in consideration. According to the results of Duke II & E

18、det (2012), there is positive association between organisational culture and performance. Zheng et al., (2010) reported that the positive effect of organisational culture on organisational effectiveness. However, this

19、effect is negligible when a mediator (in this case, knowledge management) is involved. There are also some studies revealing the evidence regarding what types of organisational cultures affect performance outcomes. O

20、gbonna & Haris (2000) reported that competitive and innovative cultures are positively related to organisational performance. They also found no relationship between organisational performance and bureaucratic and