TY  - JOUR
T1  - Structural Equation Modeling of the Relationship between Organizational Culture and Employee Performance
A1  - Leonel Coyla Idme
A1  - Bernabe Canqui Flores
A1  - Julio César Machaca Mamani
A1  - Fredy Heric Villasante Saravia
A1  - Milagros Yesenia Pacheco Vizcarra
A1  - Felix Henry Castillo Gutierrez
A1  - Percy Huata Panca
JF  - Journal of Organizational Behavior Research
JO  - J Organ Behav Res
SN  - 2528-9705
Y1  - 2026
VL  - 11
IS  - 2
DO  - 10.51847/BW6AoG65bb
SP  - 63
EP  - 76
N2  - Organizational culture is frequently treated as a performance-relevant organizational resource because it structures employee expectations, coordination routines, and behavioral norms. This study examined whether culture dimensions explain employee performance through measurable psychological mechanisms rather than through broad direct effects alone. Prior studies have produced inconsistent findings because organizational culture, employee attitudes, and performance are often measured separately and analyzed with methods that do not account for latent measurement error. This study addressed that limitation by estimating a full structural equation model using multi-construct employee survey data. The objective was to test direct, mediated, and moderated relationships between four organizational culture dimensions and three employee performance outcomes. The model examined whether job satisfaction, organizational commitment, and work engagement transmitted the effects of culture on task performance, citizenship behavior, and counterproductive work behavior. Data were modeled for 520 full-time employees nested in 40 work teams across service, healthcare, manufacturing, and technology organizations. Organizational culture was measured using four competing-values dimensions, mediators were measured with validated attitude and engagement scales, and performance was assessed using supervisor-rated and employee-reported indicators analyzed with maximum likelihood SEM. The final SEM showed good fit and supported several statistically significant indirect effects. Clan culture predicted task performance and citizenship behavior primarily through job satisfaction and organizational commitment, market culture predicted task performance through work engagement, and hierarchy culture was negatively associated with counterproductive work behavior. The empirical SEM results show that organizational culture affects employee performance through specific psychological pathways rather than through a single uniform direct effect. These findings support targeted culture interventions that strengthen the mechanisms most closely linked to desired performance outcomes.
UR  - https://odad.org/article/structural-equation-modeling-of-the-relationship-between-organizational-culture-and-employee-perform-i20b5h02bjg5ma0
ER  -