How organizational culture and HRM practices affect organizational performance in Greece and Scandinavia

Purpose: The intense competition among firms and their need to respond effectively the constant changing operational conditions, as well employees' requirements has escalated necessity identify factors that affect organisational performance. aim of this paper is examine interrelations between organizational culture-related dimensions (proactivity, obligation towards others, responsibility seeking, participation) human resource management practices- related (job design, supervisory practices, reward system) impact on performance in different countries, such Greece Scandinavia. Design/Methodology/Approach: A new research model examines relationships variables Organisational Culture, Human Resource Management Practices Organizational Performance. Findings: Based appropriate we develop test hypotheses show relationship practices Performance countries Moreover, it presents some practical implications for companies which may assist them increase Research Limitations: potential limitation study not focused only one business sector. Originality/Value: There been much comparing these specific makes worthwhile explore similarities or differences exist. Most importantly, are examined under light environmental forces, culture, analyzed depth. Give us comprehensive insights areas. Also, companies. Managers who aware HRM more effective can contribute enhance Some preliminary results proper job empowering supervision, allocation drive satisfaction, raises work efficiency turn increases Though strict supervision reduces satisfaction productivity.