The effect of mechanical and organic structures and organizational performance with the variable adjustment of the culture organization

The purpose of this study was to investigate the effect of organic and mechanical structures on organizational performance with the moderating role of organizational culture.

The present study was conducted by descriptive correlation method. The statistical population of the present study included Toka Foolad (public joint stock) investment companies with 24 companies with 5340 employees, which was extracted by stratified sampling method with a volume of 363 samples. In order to determine the sample size, Cochran sampling formula was used. The collection tool of this research is standard questionnaires including; the organizational structure was Vega and Januzas in 1979, Denison's organizational culture in 1999 and the organizational performance of Nadi and Hazeghi [1]. The content validity of the questionnaires was confirmed by the supervisor and several thematic experts and the face validity was confirmed by several members of the statistical community 0.839, 0.820 and 0.868 were estimated. Analysis of research data at two descriptive levels using statistics such as mean and standard deviation and inferential using structural equation model, etc. was performed by SPSS 26 and warp pls 6 software.

The results showed that Mechanical and organic structures affect organizational performance with coefficients of -0.37 and 0.32, respectively, but organizational culture does not moderate these relationships.

Originality/Value:

 In this research, the effect of organic and mechanical structures on organizational performance with the moderating role of organizational culture has been studied and analyzed.