2013 年 2 巻 1 号 p. 56-62
More than thirty years have passed since researchers began studying organizational culture and it is no longer faddish. Three decades is more than enough time to allow scholars still interested in organizational culture to explore one of the early literature’s significant, but unproven claims: the effect of organizational culture on organizational mortality. In this research, drawing on evidence from Japanese and US companies, therefore I explore the effect of organizational culture on organizational mortality or, conversely, organizational survival. The results of survival analysis revealed that culturally strong companies from Japan as well as the US had a high likelihood of survival beyond the turn of the century and into the present. They also showed that, even after controlling for the country effect or irrespective of differences in national environments, a strong culture can sustain organizations over a long period. Based on the research results, I can show how my research can contribute to the area of organizational culture studies in particular and to the area of management studies in general. Among others, it has uncovered a significant, but unproven claim made in the early organizational culture literature, i.e., that organizational culture is capable of negatively affecting organizational mortality or, in other words, of enhancing organizational survival. My research also has managerial implications. Among others, the results suggest that managers should manage their organizational culture from a long-term perspective. This is because the relationship between organizational culture and organizational survival seems to be tenuous from a short-run perspective, but it proves to be strong and robust in the long run.