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They haveused the OCAI to measure the organisational culture of 256 companies in Hungary. They have looked at the effect of culture on financial performance, customer perspective performance and internal business processes performance. Hierarchy culture had a distinct negative effect on financial performance, the 25regression coefficients demonstrated that hierarchy had the greatest negative effect on customer perspective and although not significant, hierarchy had a visible negative effect on internal business processes. Clan and market cultures both have a positive impact on financial performance, whereby clan has a greater impact than market. Clan, market, and adhocracy cultures have a positive effect on customer performance, but adhocracy has this to a much lesserextent. Clan, market, and adhocracy had no significant impact upon internal business processes. Fekete and Böcskei (2011)conclude that from the perspective of organisational culture, a bureaucratic, rigid type of culture is not positive if it is dominant in an organisation. They consider it moreeffective if leaders strive to achieve result-orientation as in the market culture or support personal development as in the clan culture", "published" : false, "snippet" : true } ], "mentionCount" : 1, "link" : "/api/citation/28653553", "label" : "Gulati et al. The effects of organizational cultures on supply chain performance: an exploratory field study. (2019)", "template" : "