Organizational culture and job satisfaction

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Journal of Business & Industrial Marketing

ISSN: 0885-8624

Online from: 1986

Subject Area: Marketing

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Document Information:
Title:	Organizational culture and job satisfaction
Author(s):	Daulatram B. Lund, (Associate Professor of Marketing, Managerial Sciences Department, College of Business Administration, University of Nevada, Reno, Nevada, USA)
Citation:	Daulatram B. Lund, (2003) "Organizational culture and job satisfaction", Journal of Business & Industrial Marketing, Vol. 18 Iss: 3, pp.219 - 236
Keywords:	Job satisfaction, Organizational culture
Article type:	Research paper
DOI:	10.1108/0885862031047313 (Permanent URL)
Publisher:	MCB UP Ltd
Abstract:	This empirical investigation examines the impact of organizational culture types on job satisfaction in a survey of marketing professionals in a cross-section of firms in the USA. Cameron and Freeman’s (1991) model of organizational cultures comprising of clan, adhocracy, hierarchy, and market was utilized as the conceptual framework for analysis. The results indicate that job satisfaction levels varied across corporate cultural typology. Within the study conceptual framework, job satisfaction invoked an alignment of cultures on the vertical axis that represents a continuum of organic processes (with an emphasis on flexibility and spontaneity) to mechanistic processes (which emphasize control, stability, and order). Job satisfaction was positively related to clan and adhocracy cultures, and negatively related to market and hierarchy cultures.