Impact of Organizational Culture on Individual Work Performance with National Culture of Cross-Strait Enterprises as a Moderator

Abstract

In this study, we investigated the effect of organizational culture on individual work performance, tested the moderation of national culture on the relationship between organizational culture on individual work performance, and analyzed the differences among organizational culture, national culture, and individual work performance of enterprises without the same attributes. This study employed a questionnaire survey with 966 valid questionnaires using purposive sampling. The findings indicated that, in terms of organizational culture, hierarchy had a significant positive effect on task performance, whereas clan and adhocracy cultures both had the same result on contextual performance. Clan culture had a significant negative effect on counterproductive work behaviors, but adhocracy culture had the opposite effect. The power distance of national culture strengthened the positive effect of clan culture on task performance and enhanced the negative effect of clan culture on counterproductive work behaviors. Moreover, it weakened the positive effect of market culture on contextual performance. Masculinity enhanced the positive effect of clan culture on task performance; however, uncertainty avoidance strengthened the positive effect of adhocracy culture on contextual performance. Regarding enterprises with different attributes, employees in Taiwan exhibited higher individual work performance and organizational culture levels, whereas employees in mainland China scored higher on each dimension of national culture.