Tripathi, N. and Tripathi, S., Indian Institute of Technology Guwahati, India
In the present study an attempt is made to investigate how organizational culture affects the relationship between downward influence strategies and organizational success (a collective term used for variables such as job satisfaction, commitment and effectiveness). This study is based on a sample of 200 middle level executives of 10 public and private sector organizations, situated in northern India. Respondents were requested to fill the measures of organizational culture, influence strategies, job satisfaction, commitment and effectiveness. Factor analysis of organizational culture and influence strategies resulted in two (participative and manipulative cultures) and six factors (asserting expertise, rational rewards, personalized relationship, negative sanction, exchange of benefits and assertiveness) respectively. In order to investigate the moderating effect of organizational culture, organizations were classified into two categories (participative and manipulative) and two separate sets of stepwise multiple regression analysis were performed for each dependent variable, considering influence strategies as independent variable and organizational success variables as dependent variables. The findings indicate that participative culture encourages the use of personalized relationship, exchange of benefits and assertiveness, and discourages the use of asserting expertise and negative sanctions to facilitate the success of the organization. Whereas, manipulative culture encourages the frequent use of rational rewards, asserting expertise and a balanced use of assertiveness and personalized relationship, but less use of negative sanction and exchange of benefits to enhance organizational success. Moreover, personalized relationship may increase commitment but it is also likely to make organization less effective.