Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective

Abstract Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation (r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness