REVISITING THE EFFECT OF ORGANIZATIONAL CULTURE AND GCG ON SUSTAINABILITY PERFORMANCE: STRATEGIC POSTURE AS A MODERATING VARIABLE
DOI:
https://doi.org/10.21776/ub.ijabs.2021.29.3.4Abstract
Purpose — There are problems that arise and are interesting to analyze the impact of organizational culture, corporate governance on sustainability performance with strategic posture as moderating variable.
Design/methodology/approach — For this analysis, the population is all companies listed for Indonesia Stock Exchange Technique sampling in this research is purposive sampling. The data were collected from www.idx.co.id and other relevant sources comprising the company's website for the 2009-2018 period. The data were collected and the technical analysis used is Warp PLS programs.
Findings — Based on the analysis and discussion, the results showed that there is a significant effect of organizational culture on sustainability performance, also there is a significant effect of corporate governance on sustainability performance.
Practical implications — Strategic posture can be moderating variable in the relationship between organizational culture and corporate governance on sustainability performance.
Originality/value — The awareness about the disclosure of sustainability in Indonesia is still low. Furthermore, environmental, societal, cultural, and governance issues are considered essential and integral aspects of company performance.
Keywords — Organizational Culture, Corporate Governance, Strategic Posture, Sustainability Performance
References
Abdulrahim, M. O., Sukoharsono, E. G., Saraswati, E., & Subekti, I. (2020). The Mediating Effect of Strategic Posture on The Link Between Organizational Culture And Sustainability Performance.
Abeysekera, I. (2010). The influence of board size on intellectual capital disclosure by Kenyan listed firms. Journal of intellectual capital.
Abor, J. (2007). Corporate governance and financing decisions of Ghanaian listed firms. Corporate Governance: The international journal of business in society.
Abu-Jarad, I. Y., Yusof, N. a., & Nikbin, D. (2010). A review paper on organizational culture and organizational performance. International Journal of Business and Social Science, 1(3).
Allegrini, M., & Greco, G. (2013). Corporate boards, audit committees and voluntary disclosure: Evidence from Italian listed companies. Journal of Management & Governance, 17(1), 187-216.
Alvesson, M., & Lindkvist, L. (1993). Transaction Costs, Clans and Corporate Culture. Journal of management studies, 30(3), 428-453.
Aragónâ€Sánchez, A., & Sánchezâ€MarÃn, G. (2005). Strategic orientation, management characteristics, and performance: A study of Spanish SMEs. Journal of small business management, 43(3), 287-308.
Aras, G., & Crowther, D. (2008). Governance and sustainability: An investigation into the relationship between corporate governance and corporate sustainability. Management Decision, 46(3), 433-448.
Azhar, S. M. (2008). Strategic orientation and performance: The case of equifinality from a developing market perspective. The Business Review, Cambridge, 10(2), 120-128.
Baird, K., Harrison, G., & Reeve, R. (2007). The culture of Australian organizations and its relation with strategy. International Journal of Business Studies: A Publication of the Faculty of Business Administration, Edith Cowan University, 15(1), 15.
Baysinger, B. D., Kosnik, R. D., & Turk, T. A. (1991). Effects of board and ownership structure on corporate R&D strategy. Academy of Management Journal, 34(1), 205-214.
Benn, S., Edwards, M., & Williams, T. (2018). Organizational change for corporate sustainability: Routledge.
Berglöf, E., & Pajuste, A. (2005). What do firms disclose and why? Enforcing corporate governance and transparency in Central and Eastern Europe. Oxford Review of Economic Policy, 21(2), 178-197.
Brammer, S., Millington, A., & Pavelin, S. (2007). Gender and ethnic diversity among UK corporate boards. Corporate Governance: An International Review, 15(2), 393-403.
Cameron, K. S., & Quinn, R. (1999). E.(1999). Diagnosing and changing organizational culture.
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework: John Wiley & Sons.
Carmeli, A. (2005). Perceived external prestige, affective commitment, and citizenship behaviors. Organization studies, 26(3), 443-464.
Chatman, J. A., & Spataro, S. E. (2005). Using self-categorization theory to understand relational demography–based variations in people's responsiveness to organizational culture. Academy of Management Journal, 48(2), 321-331.
Chen, G., Firth, M., Gao, D. N., & Rui, O. M. (2006). Ownership structure, corporate governance, and fraud: Evidence from China. Journal of corporate finance, 12(3), 424-448.
Cuadrado-Ballesteros, B., RodrÃguez-Ariza, L., & GarcÃa-Sánchez, I.-M. (2015). The role of independent directors at family firms in relation to corporate social responsibility disclosures. International Business Review, 24(5), 890-901.
Cullen, L., & Christopher, T. (2002). GOVERNANCE DISCLOSURES AND FIRM CHARACTERISTICS OF LISTED AUSTRALIAN MINING COMPANIES. International Journal of Business Studies, 10(1).
Delmas, M., & Toffel, M. W. (2004). Stakeholders and environmental management practices: an institutional framework. Business strategy and the environment, 13(4), 209-222.
Downloads
Published
Issue
Section
License
Copyright (c) 2021 The International Journal of Accounting and Business Society

This work is licensed under a Creative Commons Attribution 4.0 International License.
The copyright of the received article shall be assigned to the journal as the publisher of the journal. The intended copyright includes the right to publish the article in various forms (including reprints). The journal maintains the publishing rights to the published articles.