American Economic Review Vol. 105 No. 5 2015

Organizational Culture and Performance

Elizabeth A. Martinez¹; Nancy Beaulieu²; Robert Gibbons³; Peter J. Pronovost⁴; Thomas J. Wang³

¹ Formerly of Massachusetts General Hospital, 55 Fruit Street, Boston, MA 02114 · ² Harvard School of Public Health, 677 Huntington Avenue, Boston, MA 02115 (e-mail: ) · ³ MIT, 100 Main Street, Cambridge, MA 02142 (e-mail: ) · ⁴ Armstrong Institute for Patient Safety and Quality, Johns Hopkins University School of Medicine, 750 E Pratt Street, 15th Floor, Baltimore, MD 21202 (e-mail: )

Abstract

Organizations are all around us. Culture is trickier—to analyze and even to see. We consider both the effect of management on culture and the effect of culture on performance. We begin by describing an intervention that dramatically improved outcomes and conspicuously included a culture-change component. We then use details from this intervention to describe potential empirical analyses of the association between organizational culture and performance in this and similar settings. Finally, we describe opportunities for theoretical models to explore how and why organizational culture might influence organizational performance.

DOI

10.1257/aer.p20151001

Volume

105

Issue

5

Pages

331-335

Language

en

Sources

bibtex:phds-export.bib openalex crossref

Cite

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