The Impact of Organizational Culture on the Job Performance of I. R. I. Border Guard Command Staff Considering the Mediating Role of Organizational Innovation

The purpose of this study was to investigate the effect of organizational culture on job performance of I. R. I. Border Guard Command staff (considering the mediating role of organizational innovation). The statistical population of this study includes all middle and senior managers of the Border Guard Command (n=320). Cochran sampling method was used to determine the sample size at 5% as 174 employees in this section. This study is of an applied research type and in terms of method it is a survey (quantitative) study. Data were collected using Cameron & Quinn Organizational Culture Questionnaires; Organizational Innovation Questionnaire (Jimens-Jimens et al., 2008) and Job Performance Questionnaire (Paterson 1963). Cronbach's alpha was obtained as 0.90, 0.87 and 0.87, respectively. The results show that the direct effect of organizational culture on performance is negligible and not significant, but its indirect effect through innovation mediator variable is significant. Organizational innovation in the I. R. I. Border Guard Command is appropriate and acceptable. Regarding the dimensions of organizational innovation in the I. R. I. Border Guard Command, it can be said that all three dimensions of innovation, including administrative, process and service innovation in the I. R. I. Border Guard Command are appropriate and there is no difference between job performance with innovation and organizational culture.