The Influence of Organizational Culture and Strategy on Attitudes Toward Organizational Change

This study investigated the influence of organizational culture and strategy on attitudes toward organizational change in Malaysia. This research also examined the association between ethnic culture and organizational culture. Organizational culture was measured by using the Organizational Culture Model developed by Goffee and Jones (1998), while organizational strategy was measured by using Miles and Snow's (1978) strategic typology, and the attitudes toward change were measured by using the Dunham et.al. (1989) instrument. A total of 258 companies listed in the Federation of Malaysian Manufacturing (FMM) directory participated in the study. Chi-square tests, Pearson correlation, and cross tabulation were used to measure the association between the variables and to determine the extent of influence of the independent variables on the dependent factors. It was found that there is a strong association between organizational culture and organizational strategy. The cross tabulation results revealed that certain types of strategy prefer the adoption of certain types of organizational culture. It was also found that there is an association between organizational culture and attitudes toward organizational change. Cross tabulation results also revealed that the different types of organizational culture have different levels of acceptance of attitudes toward organizational change. With regards to the relationship between organizational strategy and attitudes toward organizational change, it was found that there is an association between them. The cross tabulation results also showed that the different types of organizational strategy have different levels of acceptance of attitudes toward organizational change. Finally, ethnic culture was found to have no association with organizational culture.

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