Strategic Organizational Cultures that Affect Organizational Success: A Case Study of Nissan Vehicle Dealers in Thailand.

Abstract

This research aimed to study and compare relationships and impacts of strategic organizational cultures and organizational success of Nissan vehicles dealers in Thailand. The population was Nissan vehicle dealers in Thailand. The samples were 144 dealers. This sample size was determined by W.G. Cochran’s formula. The research instrument was a constructed questionnaire. Collected data was analyzed through descriptive statistics; frequency, percentage, mean, and standard deviation. The data was compared through T-test and F–Test with a one-way analysis of variance (ANOVA). The impact and the relationship analysis was done with Pearson's correlation coefficient and multiple regression analysis. The results showed four types of strategic organizational cultures among the sample Nissan vehicle dealers in Thailand, which included clan culture, adaptability culture, bureaucratic culture, and achievement culture. As a whole, the strategic organizational cultures were practiced at the “high” level. As a separated aspect, the achievement culture was practiced most. In comparison, differences in registered capital, numbers of years operated, and locations yielded their organizational success differently. From the relationship analysis, it was found that strategic organizational cultures had positive relationships in a high level with organizational success. Regarding the impact analysis, it was revealed that the “adaptability culture” had the greatest positive relationship with organizational success. On the contrary, the “achievement cultures” showed no relationship with organizational success. This finding should be further focused on in next research.