[雙語(yǔ)翻譯]財(cái)務(wù)績(jī)效外文翻譯--組織文化對(duì)企業(yè)財(cái)務(wù)績(jī)效的影響--來(lái)自發(fā)展中國(guó)家的證據(jù)

1、4300 英文單詞， 英文單詞，2.5 萬(wàn)英文字符，中文 萬(wàn)英文字符，中文 7300 字文獻(xiàn)出處： 文獻(xiàn)出處：Yesil S, Kaya A. The effect of organizational culture on firm financial performance: Evidence from a developing country[J]. Procedia-Social and Behavioral Sciences,

2、2013, 81: 428-437.The Effect of Organizational Culture on Firm Financial Performance: Evidence from a Developing CountrySalih Yesil, Ahmet KayaAbstractLiterature on organizational culture constantly reinforces the notion

3、 that organisational culture is necessary for effective functioning and performance of the organisations. Although numerous studies have been conducted to explore the relationship between organisational culture and perfo

4、rmance, empirical findings seem to be mixed and inconclusive. This article attempts to further investigate the role of organisational culture on firm financial performance. Research hypotheses are developed from the rela

5、ted literatures and tested through the data collected from managers of the firms in Gaziantep in Turkey. Data is analysed via SPSS program using the regression analyses. The results show that organisational culture dimen

6、sions have no effect on firm financial performance. Considering the limitations of the current study, the findings need to be evaluated with caution. Discussions and implications of the results are provided in the conclu

7、sion part of the study.Keywords: Organisational Culture, Firm Performance, Firm Financial Performance;1. IntroductionToday, business organisations are struggling to survive in today5 s competitive business world (Fekete

8、and Borcskei, 2011). They are looking for the ways to be more creative, innovative and competitive. There are different factors that affect the performance of the firms. One of the factors that has been suggested to infl

9、uence firm performance is the organisational culture (Cameron Duke II Fekete Peters Saffold, 1988; Zheng et al., 2010).Because of its importance and implications for individual and organisations, a great deal of atte

10、ntion has been given to the organizational culture and related studies (Barney, 1986; Ojo, 2010; Oparanma, 2010). Theoretical arguments support the idea that organisational culture is related organisational performance (

11、Ahmed, 1998; Cameron Peters Saffold,1988;Zheng et al., 2010). There are also empirical evidence regarding culture-performance relationship (Duke II Marcoulides Ogbonna Lim, 1995; Reichers Lim, 1995; Reichers Lim,

12、1995). Reviewing the culture-performance relationship, Abu-Jarad et al. (2010) noted that the most common measures of organizational performance are financial profitability and growth. In a study investigating the link b

13、etween culture and performance of NGOs, Duke II Cameron Saffold, 1988; Zheng et al., 2010). Zheng et al., (2010) argued that organizational culture is one of the key organizational assets that have been studied extensi

14、vely in their association with organizational effectiveness based on the resource based view. Similarly Peters & Waterman (1982) contended that organisational culture plays crucial role in determining the effectivene

15、ss of the organisations. Oparanma (2010) asserted that organisational culture stimulates or engenders many other activities that bring about corporate success.Ogbonna & Haris (2000) suggested that despite the questio

16、ns related to the culture-performance link, there are sufficient evidence for the hypothesised relationship between organisational culture and organizational performance. Organisational culture can also give organisation

17、s competitive advantages (Martins & Martins, 2002). Barney (1986) argued that “a firm's culture can be a source of sustainable competitive advantage if that culture is valuable, rare, and imperfectly imitable”.Em

18、pirical studies also provide the evidence of link between organisational culture and organisation related performance outcomes. Kim et al., (2004) reported that culture was found to impact a variety of organizational pro

19、cesses and performance. The strength of cultural values was found to be correlated with the organizational performance of firms in a few cases. For example, it was correlated with return on assets in manufacturing firms,

20、 growth in annual premiums and sum assured in insurance firms. There were no significant correlations with hospital performance. Marcoulides & Heck (1993) found that organizational culture has a strong direct effect

21、on organizational performance. Oparanma (2010) found that organisational culture is an important variable to be considered when organizational performance in consideration. According to the results of Duke II & Edet

22、(2012), there is positive association between organisational culture and performance. Zheng et al., (2010) reported that the positive effect of organisational culture on organisational effectiveness. However, this effect