Nalin B. De V. Gunasekara, Sakinah Sukri, Ali Khatibi, Ferdous Azam


The purpose of this study is to investigate the relationship between the organizational culture and business performance in star class hotels of Sri Lanka. The study has utilized data collected from 215 senior managers employed in star class hotel sector using self-administered questionnaire. CFA SEM analysis has performed using AMOS 21 to identify the relationship between the variables examined. The quantitative data analysis revealed there is a significant relationship between all four elements of organizational culture and business performance. The organizational culture was reflected through four dimensions organizational climate, flexibility or the support to change, team work and employee empowerment. This study develops a better understanding of elements of organizational culture and their influence on business performance.


JEL: D23; L80; L83


Article visualizations:

Hit counter



organizational culture, business performance, hospitality industry, team work, employee empowerment

Full Text:



Bharadwaja, S., Lee, L., & Madera, J. M. (2018). Customer evaluations of service-oriented organizational citizenship behaviors: Agentic and communal differences. International Journal of Hospitality Management, 70, 120-129.

Datta A, Singh R. (2018). Determining the dimensions of organizational climate perceived by the hotel employees. Journal of Hospitality and Tourism Management, 36, pp.40-48

Dawson M., Abbott J., & Shoemaker S. (2011). The Hospitality Culture Scale: A measure organizational culture and personal attributes, International Journal of Hospitality Management, 30, pp. 290-300

Ezirim, C., Nwibere, B., & Emecheta, B. (2012). The influence of corporate culture on organizational commitment: The Nigerian experience. International Journal of Business and Public Administration, 9(3), 155-180.

Fitzsimmons, J.A., Fitzsimmons, M. (2004). Service Management, 4th ed. Irwin McGraw-Hill, Boston

Forehand, G. A., & Gilmer, B. V. H. (1964) Environmental variation in studies of organizational behavior. Psychological Bulletin, 1964, 62, 361-382.

Gordon, G. G., DiTomaso, N., 1992. Predicting corporate performance from organizational culture. J. Manag. Stud. 29 (6), 783–798.

Grönroos, C. (2007). Service Management and Marketing: Customer Management in Service Competition, 3rd Edition, John Wiley & Sons Ltd., England, P. 483

Harris, P. R., & Harris, K. G. (1996). Managing Effectively through Teams. Team Performance Management: An International Journal, 2(3), 23-36.

Hu, H., Kandampully, J., & Juwaheer, T. (2009). Relationships and impacts of service quality, perceived value, customer satisfaction and image: An empirical study. The Service Industries Journal 29 (2), 111–125

Iljins, Skvarciany & Sarkane (2015). Impact of Organizational Culture on Organizational Climate during the Process of Change, Procedia - Social and Behavioral Sciences (2015) pp. 944 – 950

Jaffee, D. T., & Scott, C. D. (1993). Building a committed workplace: An empowered organization as a competitive advantage. In M. Ray & A. Rinzler (Eds.), The new paradigm in business: Emerging strategies for leadership and organizational change (pp. 139-148). New York: Tarcher/Perigee.

Kandampully J., Hu S., & Juwaheer T. (2011). International Journal of Hospitality Administration, 12(1). pp. 21-42

Kilman, R. (1985). In Kilman, R., Saxton, M., & Serpa, R. et al. Gaining Control of the Corporate Culture, San Francisco: Jossey-Bass.

Koe, W. L. (2013). Entrepreneurial orientation (EO) and performance of government-linked companies (GLCs), Journal of Entrepreneurship. Management and Innovation, 9(3), 21–41.

McBain, R. (2007). The practice of engagement: Research into current employee engagement practice, Strategic HR Review, Vol. 6 (6), pp. 16-19.

Mushtaq A., Fayyaz S. and Tanveer A. (2013). Advances in Management, Vol. 6 (5) May, pp. 55-60

Woods, R. H. (1989). More alike than different: the culture of the restaurant industry.

Cornell Hotel and Restaurant Administration Quarterly, 30 (2), 82-98.

Razali, N. S. M., Zahari, M. S. M., Ismail, T. A. T., & Jasim, A. R. (2018). Relationship between Organizational Culture and Job Loyalty among Five-star and Four-star Hotel Employees. International Journal of Academic Research in Business and Social Sciences, 8(15), 14–32.

Tepeci, M., & Bartlett, A. (2002). The hospitality industry culture profile: A measure of individual values, organizational culture, and person organization fit as predictors of job satisfaction and behavioral intentions. International Journal of Hospitality Management, 21, 151-170. 8.

Yavas B., Konyar K. (2003). Cultural and Economic Determinants of Managerial Perceptions of Quality, Journal of Asia-Pacific Business, Volume 4, pp. 3-23.

Zahra, S., Hayton, J., & Salvato, C. (2004). Entrepreneurship in Family vs. Non-Family Firms: A Resource-Based Analysis of the Effect of Organizational Culture. Entrepreneurship Theory and Practice, 28(4), 363-381.



  • There are currently no refbacks.

Copyright (c) 2020 Nalin B. De V. Gunasekara, Sakinah Sukri, Ali Khatibi, Ferdous Azam

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

The research works published in this journal are free to be accessed. They can be shared (copied and redistributed in any medium or format) and\or adapted (remixed, transformed, and built upon the material for any purpose, commercially and\or not commercially) under the following terms: attribution (appropriate credit must be given indicating original authors, research work name and publication name mentioning if changes were made) and without adding additional restrictions (without restricting others from doing anything the actual license permits). Authors retain the full copyright of their published research works and cannot revoke these freedoms as long as the license terms are followed.

Copyright © 2017-2023. European Journal of Management and Marketing Studies (ISSN 2501 - 9988) is a registered trademark of Open Access Publishing GroupAll rights reserved.

This journal is a serial publication uniquely identified by an International Standard Serial Number (ISSN) serial number certificate issued by Romanian National Library. All the research works are uniquely identified by a CrossRef DOI digital object identifier supplied by indexing and repository platforms. All the research works published on this journal are meeting the Open Access Publishing requirements and standards formulated by Budapest Open Access Initiative (2002), the Bethesda Statement on Open Access Publishing (2003) and  Berlin Declaration on Open Access to Knowledge in the Sciences and Humanities (2003) and can be freely accessed, shared, modified, distributed and used in educational, commercial and non-commercial purposes under a Creative Commons Attribution 4.0 International License. Copyrights of the published research works are retained by authors.