PREVIOUS FINDINGS OF RELEVANT RESEARCHMany researches were conducted to explore the relationship between organizational culture and performance.
It was argued by Kandula (2006) that a strong culture is a key to good performance. Same strategies can yield different results based on the culture of the organization it is implemented in, even if those organizations are in the same industry and location. Employees’ effectiveness and functionality tend to appear in a positive and strong culture; even average employees can outperform competent ones based on the culture propensity to motivate employees.
Consequently, it can be argued strongly that performance management is directly affected by the type and effectiveness of an organizational culture. Murphy and Cleveland (1995) believe that understanding of performance management relies on the understanding of culture. Magee (2002) contends that without considering the impact of organizational culture, organizational performs such as performance management could be counterproductive because the two are interdependent and change in one will impact the other. The following hypothesis were based on the previous research in that area. 2.1 HYPOTHESISHypothesis (1): Corporate culture affects organizational performance and consequently enhance and improve the organizational efficiency.Hypothesis (2):Different culture types such as clan, adhocracy, hierarchy, and market have different impact on organizational performance.Hypothesis (3):Stability and /or variability of organizational environment from internal and external views have an effect on the relationship between corporate culture and organizational performance.Hypothesis (4): The values of an organization’s founders or top management (self- direction, inspiration, and power) affect the relationship between corporate culture and organizational performan