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JUNE 2020 JOURNAL OF EKONOMİ Volume: 02 Issue: 01 EDITOR IN CHIEF Cem Işık Faculty of Tourism Anadolu University Yunus Emre Kampüsü Tepebaşı, Eskişehir/TURKEY [email protected] ASSOCIATE EDITOR Sevilay Küçüksakarya Department of Econımics Anadolu University [email protected] REGIONAL EDITOR Ihtisham ul Haq (FAR EAST) Department of Econımics Kotah University of Science & Technology [email protected] Korhan Gökmenoğlu Karakaya (EUROPE) Department of Banking and Finance Eastern Mediterranean University [email protected] Seyi Saint Akadiri (AFRICA) Department of Econımics Eastern Mediterranean University [email protected] Tarık Doğru (AMERICA) Dedman School of Hospitality Florida State University [email protected] INTERNATIONAL EDITORIAL BOARD Dr. A. Matar Professor, Jadara Universtiy, Jordan Dr. A. K. Çelik Ardahan Universtiy, Turkey Professor, A. Aliağaoğlu Balıkesir Universtiy, Turkey Dr. Ş. A. Koç Kocaeli Universtiy, Turkey Dr. B. Okumuş Universtiy of Central Florida, USA Dr. B. Küçükaltan Trakya Universtiy, Turkey Professor, D. Altaş Marmara University, Turkey Dr. D. Özdemir Atatürk University, Turkey Dr. S. Temel Ege University, Turkey Professor, V. Bozkurt İstanbul University, Turkey D. Omotor Delta State University, Nigeria Professor, E. G. Küçükaltan Dokuz Eylül Universtiy, Turkey Dr. E. Satrovic Çağ Universtiy, Turkey Professor, E. Sırkaya-Turk South Carolina Universtiy, USA Professor, E. Erdil Middle East Technical Universtiy, Turkey Dr. E. Kasimati Bank Of Greece, Greece Dr. E. Doğan Abdullah Gül University, Turkey Professor, H. Tanrıverdi İstanbul University, Turkey Dr. U. Özcan İstanbul University, Turkey Professor, V. Ekergil Anadolu University, Turkey Professor, K. İnelmen Boğaziçi University, Turkey Dr. M. Redulescu Piteşti Universtiy, Romania Professor, M. Knezevic Libertas International Universtiy, Croatia Dr. Ö. Öztürk Atatürk Universtiy, Turkey Professor, İ. S. Uzunoğlu Trakya Universtiy, Turkey Professor, S. Katırcıoğlu Eastern Mediterranean University, Turkey Professor, S. Başar Anadolu University, Turkey Professor, S. İncaz İstanbul University, Turkey Professor, T. Özelli New York Institute of Tecnology, USA Professor, Y. Ohe Chiba University, Japan journal homepagEKONOMİ e : h ttps://dergipark.org.tr/ekono mi 2020 : 2 ( 1 ) @journalofekonomi Video Articles: Journal of Ekonomi Journal of Ekonomi 03 (2020) 01–04 Ekonomi journal homepage: https://dergipark.org.tr/ekonomi The impact of organizational culture on business enterprises in BiH a Sabina Šehić – Kršlak a University of Travnik, Faculty of Management and Business Economics, Azapovići, 439 Kiseljak, Bosnia and Herzegovina ARTICLE INFO ABSTRACT Keywords: Organizational culture as a multidimensional phenomenon shapes the inner context of an organization. Organizational culture Accordingl, the first place is given to a relevant theoretical framework for explaining the phenomenon of Employee satisfaction organizational culture, and analyze its impact on companies’ operations. This paper develops a theoretical Company performance. explanation of the impact of organizational culture on business performance through job satisfaction, the involvement of employees, and the dimensions of consistency in the work, which are tested through empirical research on a sample of 100 employees from 15 companies in BiH. The first theoretical explanation assumes that organizational culture affects the pleasure to work by adjusting the values and norms of species-specific needs of employees, while the second assumes that the impact of organizational culture is evident with its norms and values, regardless of the needs of employees. Research has shown that job satisfaction levels of employees systematically and significantly varies in different types of organizational cultures, proving that organizational culture is a factor in job satisfaction, and organizational culture does not affect the level of job satisfaction alignment with the needs of employees, but the actual content of their values and norms. 1. Introduction Organizational culture, as a system value, beliefs, assumptions, and the norms Organizational culture is a dynamic entity. Because of its specific nature, of behavior, is an indispensable part of any organization. Its impact on the organizational culture has a great impact on all the internal changes in working atmosphere, the efficiency of the employees, their desire, competence, organizations, especially those that involve their change. To make these changes and to understand their impact on the organization, many efficiency, sense of loyalty to the company are all crucial to business success. researchers have developed models that describe and explain the main Torrington et al (Torrington, Darrell; Hall, Laura, Taylor & Stephen, 2004) point structural and functional changes in the organizational culture. In this regard, out that the culture of an organization is the characteristic spirit and beliefs of it is important to point out that in the literature there are more "typologies of its members. organizational culture". Organizational culture influences employee attitudes and morale, and over it The literature includes many classifications of organizational culture (Isik and their work performance. A prerequisite of successful organizational culture et al., 2019ab; Cameron Queen, 2006; Baltahazard, Cook & Potter, 2006; is the existence of good organizational climate, which is a reflection of the Denison, 2003; Trompenaars, 1994; Kennedy, 1982). Classification of the current situation in which the organizational culture is the working atmosphere different types of organizational culture differ from one another on the basis and mood in the company. of dimensions for the classification of employees against external and internal It is important that management deliberately and continuously works on focus of flexibility with respect to stability (Queen & Cameron, 2006; Denison creating the desired organizational culture that allows maximum efficiency of 2003); the needs and orientation of the people within the organization enterprises. The environment in which efficiency and productivity is generated (Balthazard, Cooke & Potter 2006); the level of risk and speed feedback from and increased by the active participation of their respective holders. Prior to the market (Kennedy 1982); egalitarianism and anti-hierarchical distribution of power and people-oriented relative to the task (Trompenaars, 1994). To display and analysis of the data we obtained with the empirical research, we determine the effect of type of organizational culture on job satisfaction, will mention the most important authors and theoreticians who have culture classification should be based on the characteristics that are particularly contributed to the emergence and development of organizational associated with the satisfaction of employees, such as human synergy culture, and then suggest a mechanism of influence, control applications, and in (Balthazard, Cooke & Potter, 2006), Trompenaars’ (1994) classification, general the formation of the correct type of organizational culture that will which employ similar characteristics including standards related to the ultimately contribute to increasing the productivity and efficiency of businesses distribution of power and norms on people’s orientation or task. In this study, in BiH. we used a questionnaire to measure the type of organizational culture, which is based on Harrison’s (1979) version of the questionnaire available to the 2.Theoretical framework authors. Classification culture should be based on the characteristics that are associated with the satisfaction of employees, such as classification Development of the concept of organizational culture begins in the early years (Balthazard, Cooke & Potter, 2006), based on the needs and orientation of of the twentieth century after Henry Fayol emphasized the role of management employees within the organization, and Trompenaars (1994) which includes as one of the most important activities of companies. Significant understanding standards related to the distribution of power and norms about employees. of the concept of organizational culture in science started in 1982 with the This paper used the questionnaire on organizational culture, which is based publication of the famous book by Peters and Waterman's "In search of on a Harrison’s (1979) version. excellence." These authors were the first to point out the organizational culture Hanadi Classification culture: as one of the most important factors for the success of companies (Vukonjanski, 2013). i)The role of culture The assumption that organizational culture affects job satisfaction means that The role of culture is often referred to as bureaucratic because there are no different types of organizational cultures produce different levels of job clearly defined procedures of conduct, authorities and descriptions of roles. satisfaction. So, the first step is to identify the different types of organizational Coordination is done from the top. Power stems from the position, to a lesser culture. extent, depends on the expertise of people. ∗ Corresponding author. E-mail address: [email protected] (S. Šehić – Kršlak). Received: 05 December 2019; Received in revised from 02 February 2020; Accepted 19 February 2020 1 Šehić – Kršlak Journal of Ekonomi 03 (2020) 01–04 This culture is based around the work (work occupies a central position) satisfaction level, it was necessary to be present prior to testing

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