Organizational culture and organizational effectiveness: A meta-analytic investigation of the competing values framework's theoretical suppositions.

[Correction Notice: An erratum for this article was reported in Vol 96(4) of Journal of Applied Psychology (see record 2011-06260-001). In this article the supplemental materials doi was incorrect. The correct doi is: http://dx.doi.org/10.1037/a0021987.supp All versions of this article have been corrected.] We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research. (PsycINFO Database Record (c) 2011 APA, all rights reserved)