Literature review

Organizational culture (OC) refers to shared

assumptions, values, and norms (Schein, 1985).
It is a source of sustained competitive advantage
(Barney, 1991) and some research has shown that it
is a key factor to organizational effectiveness (Deal
and Kennedy, 1982; Denison, 1990; Peters and
Waterman, 1982; Wilkins and Ouchi, 1983).
(Denison, 1990; Denison and Mishra, 1995; Denison
and Neale, 1996; Fey and Denison, 2003) have
identified and validated four dimensions of OC that
are conducive to organizational effectiveness:
adaptability, consistency, involvement, and mission.

According to Colquitt, (2009)

An organizations culture is reflected in the
actions and behavior of staff.
It is the shared social knowledge within an
organization regarding the rules, norms, and
values in order to shape the attitude and
behaviors of its employees.
It highlights three critical points.
OC is learned and realized through the interactions of
employees.
It illustrates the rules, norms, and values within an
organization.
it creates definite employee attitudes through a
system of controls over employees.

Organizational change
A change in organization refers to any alteration
in activities or task (Dawson, 1994).
Kanter et al. (1992) defined change as the
process of analyzing the past to elicit the present
actions required for the future.
According to Elizur and Guttman (1976), there are
three types of individuals or groups response to
organizational change:
affective,
cognitive and
instrumental.
According to Marquis and Tilcsik (2013), imprints
get in during sensitive periods, which are
frequently the periods of transitions.