Linking organisational culture and values with a firm's performance: a case study from the NZ airline industry
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Authors
Saele, Cato
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Degree
Master of Business
Grantor
Unitec Institute of Technology
Date
2007
Supervisors
Burchell, Noel
Peel, Simon
Peel, Simon
Type
Masters Dissertation
Ngā Upoko Tukutuku (Māori subject headings)
Keyword
airline industry
organisational culture
organisational values
organisational performance
organisational culture
organisational values
organisational performance
ANZSRC Field of Research Code (2020)
Citation
Saele, C. (2007). Linking organisational culture and values with a firm's performance: a case study from the NZ airline industry. Unpublished thesis submitted in partial fulfillment of the degree of Master of Business, Unitec Institute of Technology, New Zealand.
Abstract
The purpose of this research has been two fold. Firstly to conduct a cultural assessment of a New Zealand airline (referred to as “Pukeko Air Ltd.” for confidentiality reasons) in order to identify the perceived current and future preferred organisational culture and organisational
values present in this organisation. Secondly to assess how selected organisational members associated the present and future cultural and values profile with organisational performance.
A hybrid research methodology was employed, where data was collected in two stages; one quantitative and the other qualitative. First, a quantitative survey questionnaire was distributed to all employees, effectively combining Cameron and Quinn’s (1999) Organisational Culture Assessment Instrument, and McDonald and Gandz’ (1992, p. 69) “Shared values for the modern business corporation”. Second, the results and outcome of the survey formed the basis
for six qualitative interviews with senior management staff.
The interview questions sought management’s interpretation of survey findings, and in particular the relationship between the current and future cultures and values and associations with organisational performance.
The findings from the research show a relatively close alignment between the current and preferred future organisational culture. This signifies that the organisation is in a good situation for the future. Moreover, the research project sought senior staff members’ perceptions of organisational culture’s role in performance. The findings suggest performance is somewhat affected by culture and values, and that these elements helps determining what
sort of airline the organisation wants to become, as well as reducing impact of external factors affecting the company. The study indicates not only what type of culture and which values are deemed conducive to success from a management point of view, but also highlights the perceived importance of commitment and ownership in creating a strong culture in this New Zealand Airline.
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