Exploiting organizational culture: Configurations for value through knowledge worker's motivation

Document Type



In today's information-driven economy, business leaders agree that an organization's culture can motivate workers to create organizational value. However, this relation between culture and value is expansive and has no comprehensive theory. Furthermore, the research adopts mainly conventional analytical approaches that use symmetric thinking, linear models, and net effects estimations, which are inadequate. To advance theory, this study develops and tests causal recipes of culture, levers of worker motivation, and value in a configurational approach that applies a fuzzy-set qualitative comparative analysis (fsQCA). Using four types of culture and six organizational levers, the results show that certain levers of motivation are more effective in creating value when used in an appropriate cultural setting. © 2016 Elsevier Inc.

UNLV article access

Search your library