How interpersonal motives explain the influence of organizational culture on organizational productivity, creativity, and adaptation: The ambidextrous interpersonal motives (AIM) model of organizational culture
Abstract
Despite decades of research on organizational culture, the current literature lacks an orienting paradigm by which research findings can be accumulated regarding specific cultural forms’ influence on specific organizational outcomes. This paper introduces an AIM (ambidextrous interpersonal motives) model of organizational culture. First, drawing on literature from both individual psychology and social anthropology, we suggest that organizational culture can be understood through a framework of interpersonal motives (cooperation, competition, and autonomy). Second, we extend research on organizational ambidexterity to describe both pure and hybrid forms of interpersonally based organizational culture. Third, we suggest that pure forms of culture have consequences for individual achievement and citizenship, with unclear implications for higher level outcomes, while combinations of cultural motives (hybrid forms) have positive consequences for higher level outcomes such as organizational productivity, creativity, and adaptation. Fourth, we address the importance of subcultures and temporal considerations in the model with regard to organizational viability and overall performance. Finally, we outline the theoretical and practical implications for future research in organizational culture.