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In today’s increasing competitive conditions, reaching desired organizational efficiency level attracts both academician’s and practitioners’ interest much more. The factors influencing organizational efficiency are examined with highly increasing importance. Considering organizational culture as one of the factors, the effect of the types of organizational culture on organizational efficiency is questioned. The determining effect of organizational environment getting complex on the strategy that enable achieving organizational level can play a significant role on the relationship between organizational culture and organizational efficiency. The individual effect of the organizational leaders on the efficiency strategies is viewed in terms of their values. In this study, relationship between organizational culture and organizational efficiency and the effect of stability or variability of internal and external environment on this relation are investigated. Besides, the values of self-direction, stimulation, power that leaders have are researched. 40 top managers / organizational founders are selected for sampling in health sector. Questionnaire method is utilized for gathering data. The findings show that organizational culture types are related to some organizational efficiency dimensions. The stability or variability of internal and external organizational environment and the top manager’s values (self-direction and stimulation) play a moderator role on this relationship.




Organization culture, in regard to its impact on various situational variables within the framework of organization, is a particular research subject in management science which has never decreased its research area popularity. Organization culture has been seen as a main factor to be investigated through in organizational life, and the researches questioning its impact on realization of organizational goals has been increasing day by day. Accomplishing the aimed organizational performance level in today’s competitiveness, investigating the degree of impact of the factors concerning this are being increasingly attracted by both the academicians and the practitioners. In the literature, the researches elaborating the relation of corporate culture and organizational efficiency are questioning the relations hypothesised with distinct definitions of organizational efficiency in distinct organizational culture types. Identification of new situational variables empowering this relation between organization culture and organizational efficiency could influence the tested relations significantly. In this research, the relation of organizational efficiency with organization culture has been investigated and the stable or variable organizational environment and the empowering impact of the top strategic decision-maker’s values on this relation have been questioned. The organizational culture types known in the literature and the organizational efficiency classifications applicable for the mentioned relation’s hypothesises are selected.

1.2  Literature Review

2.1.Organizational culture

 Culture is a model of norms, values, beliefs and attitudes which affects organizational behaviour. The definition of the organizational culture exists in many versions. Kilmann et al. [1] stated that organizational culture as “shared philosophy, ideology, value, assumption, beliefs, hope, behaviour and norms that bound the organization together”. Robbins [2] mentioned it as “Common perceptions which are held by the members of an organization; a system of common meaning”, while George & Jones [3] mentioned it as “Informal design of values, norms that control the way people and groups within the organization interact trough each others and with parties outside the organization” [4]. The pattern of shared values and beliefs that help individuals understand organizational functioning and thus provide them with norms for behaviour in the organization [4], [5]. Organizational culture could be a strategic asset for the organization in that it increases the adaptability of and fit between an organization and its environment [6],[7]. Members continuously interpret aspects of their work environment and these interpretations, as well as the ways in which they are enacted, from the culture of the organization [8]. Among the manifestations of culture are rituals, group norms, habits of thinking and espoused values [9], [10], [11].

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