Organisational culture and effectiveness: a multi-perspective analysis on Indian knowledge-intensive firm

Purpose - The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness.
Design/methodology/approach - The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three perspectives framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness.
Findings: Integrated, differentiated and fragmented perspectives of culture capture multiple organizational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge- intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration.
Practical implications: There is a heightened need for the application of sophisticated HRM systems in rhe software sector. Some context specific measures of effectiveness are documented.
Originality/value: Through an insightful evaluation of culture effectiveness theorisation till date, the article amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
Paper type - Research paper

This is the accepted version of the manuscript "Organisational culture and effectiveness: a multi-perspective analysis on Indian knowledge-intensive firm", published in the journal "Employee Relations" available via the journal site at: https://doi.org/10.1108/ER-09-2017-0219. This article is © Emerald Group Publishing and permission has been granted for this version to appear here (https://eprints.mdx.ac.uk/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.