Comprobación de la calibración de la trituradora

The importance of this study lies in the fact that it will further the understanding of the nature of the relationship between organisational culture and organisational effectiveness by investigating the impact of mediators and moderators on this relationship in private sector organisations. In order to explore the first research question, this study plans to investigate the direct and indirect relationship between organisational culture type and organisational effectiveness. Also, the study will help researchers to identify important criteria of effectiveness in private sector organisations based on the Competing Values Framework (CVF) (Quinn and Rohrbaugh, 1983) and Cameron’s (1986) study of effectiveness. Furthermore, it will help to understand the dominant organisational culture in different sized organisations in the private sector and its impact on organisational effectiveness through leadership style. Therefore, to fulfil the requirements for exploring the second and third research questions, researcher created three main steps. 1- Investigate the relationship between organisational culture and leadership style, 2- investigate the impact of leadership style on organisational effectiveness and finally 3- investigate the indirect impact of organisational culture type on organisational effectiveness through leadership style. The results clearly indicate that although both organisational culture and leadership style have

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direct major impact on organisational effectiveness, it is crucial not ignore the impact of organisational culture of any organisations on choosing the leadership style by managers and consequently the impact of leadership style chosen on organisational effectiveness. The results confirm the proposed argument that leadership style plays as a mediator between the relationship of organisational culture and organisational effectiveness.

Also based on the existing literature there is no doubt about the impact of national culture on organisational culture, however, national culture is always taken for granted in the study of organisational culture, leadership style and even organisational effectiveness. This study intends to investigate the national culture dimensions and their impact on the relationship between organisational culture types, leadership style and organisational effectiveness. In order to do that as well as to investigate the fourth research question, this study proposed to take national culture dimensions as moderators of the culture-effectiveness relationship. The results indicate that national culture, generally speaking, has a big impact of the relationship which can be interpreted as the indirect impact of national culture on organisational effectiveness as national culture impacts organisational culture and organisational culture has a major impact on the choice of leadership style and consequently on organisational effectiveness.

Furthermore, this study also proposed organisational size as a moderator, which can have an impact on the culture-effectiveness relationship. Although, literature based on the impact of size on culture-effectiveness is very limited. What all those studies have in common is that they all confirm the impact of size on organisational culture. The results of this study on the moderating impact of organisational size on culture-effectiveness relationship indicates that, generally, organisational size plays an important role on establishing organisational culture and consequently on the culture-effectiveness relationship.

Therefore, this study makes a significant contribution to the culture-effectiveness literature by developing an integrative model that combines national culture, organisational culture, leadership style, organisational size and organisational effectiveness. To the best knowledge of the author, this study is the first of this kind that clearly indicates the indirect relationship between organisational culture and organisational effectiveness by taking leadership style as a mediator and national culture and size as moderators.

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In addition, this research is the first empirical study that investigates the impact of mediator and moderators on the culture-effectiveness relationship in private sector organisations in Iran. Iran although is located in Middle East among all Muslim countries, according to GLOBE study from cultural perspective is not quite similar to any of these countries and whereas culturally is quite similar to and could be cluster with South Asian countries such as India, Malaysia. Therefore, this study would be interesting in terms of cultural differences between Iran and countries in that region for academics and also, it is hoped that managers of private sector organisations find this research and its results useful when they are planning to implement or change their strategy or strategies to improve organisational effectiveness by finding appropriate organisational culture and leadership styles based on the national culture of the employees and the size of their organisation.

The understanding of the connection among national culture, organisational culture, leadership style, organisational size and organisational effectiveness would help managers to be more successful in organisational change implementation to improve effectiveness. Also, an understanding of these features and their relationships would enable them to gain competitive advantage. Furthermore, another main contribution of this study is based on enriching the use of quantitative research methodology in studying organisational culture and organisational effectiveness as well as building a model that shows the relationship between national culture, organisational culture, leadership style, organisational effectiveness and organisation size in private sector organisations. Also, to generate knowledge based on the Competing Values Framework in terms of the impact and relationship of different cultural types with organisational effectiveness through leadership style.

In fact, this study’s implication could help researchers to develop a model that can be used by either academics or practitioners to help them analyse organisational culture and leadership style based on the national culture of employees and size of organisation in order to change the organisation’s strategy to increase organisational effectiveness. In other words, it can be argued that the significance of this study is based on identifying cultural types and their relationship with organisational effectiveness through leadership style with a high-level organisational effectiveness in private sector organisations, bearing in mind the national culture and the size of

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the organisations. It can also be argued that identifying the most effective cultural type would help managers to decide whether there is a need for cultural change or not.