Organizational culture and managerial effectiveness: is there a link?

The paper aims to investigate the links between organizational culture and managerial effectiveness and ambiguity in the Italian context. In particular, managerial effectiveness, customer service orientation, and ambiguity have often been considered significant factors in performance assessment systems especially when related to the public sector, where ambiguity plays a critical role (Chun, Rainey, 2005; Boyne et al., 2006). Starting from a systematic review on organizational culture literature and its relative measurement (Hofstede et al., 1990; Zammuto, Krakower, 1991), a structural equation model has been devised to analyze the relationship between this construct and those of managerial effectiveness, customer orientation and ambiguity. The analysis is based on a survey of an Italian public administration that has however, not authorized the disclosing of its identity.