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The effects of differential organizational culture types on firm and individual performance in Eastern and Western cultural countries including China and the United States: a meta-analysis

Author

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  • Haifeng Wang
  • Jing Li
  • Pengfei Han
  • Liang Ouyang

Abstract

To study the differences in the firm-level and individual-level performance in different organizational cultures, we employ meta-analysis methods to examine the differential impact of the clan, adhocracy, hierarchy, and market culture on firm and individual performance, basing on the Competing Values Framework (CVF) classification. This article includes 49 studies with 76,437 firm-level samples and 32 studies with 99,621 individual-level samples, we find that at both firm and individual level, the positive impact of adhocracy culture on performance is strongest, and hierarchy culture has the weakest impact, we also uncover that clan culture has the stronger impact on performance at the individual level; while adhocracy culture and market culture have the stronger impact on performance at the firm level. In addition, results also show how organizational cultures differ in the context of Eastern culture and Western culture.

Suggested Citation

  • Haifeng Wang & Jing Li & Pengfei Han & Liang Ouyang, 2025. "The effects of differential organizational culture types on firm and individual performance in Eastern and Western cultural countries including China and the United States: a meta-analysis," Asia Pacific Business Review, Taylor & Francis Journals, vol. 31(4), pages 721-754, August.
    • Handle: RePEc:taf:apbizr:v:31:y:2025:i:4:p:721-754
    DOI: 10.1080/13602381.2023.2255560
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