Impact on Organizational Climate trough Organizational Culture factors. Case Study of Latvia and Lithuania

Purpose of the article: The purpose of this paper is to investigate the impact of organizational culture on organizational climate in process of change. For solving this problem, it is necessary to identify the main factors of organizational culture in the change process. After exploring the impact of organizational culture on organizational climate through distinguished culture’s factors, article examines how changes can be processed in different cultural environments. Methodology. The research design is based on Yin (1994) methodology and consists of two main stages: data analysis and validation for case study and case study’s methodology according to Yin (1994) (four steps: design the case, conduct the case, analyse the case evidence and develop conclusions). In the first stage an expert evaluation method was used to investigate the significance of organizational culture factors’ impact on organizational climate. Different factors of organizational climate were explored in the paper. To affirm the results triangulation method was applied. To verify the results of the research mathematical calculations and case study were used. Within the research the most significant factors were stressed. During the second stage, the case study was carried out to validate the research results in specific companies. Comparison between medium-size companies was made. It is important, that in case company (A) capital holders are Latvian entrepreneurs and capital holders of company (B) are international. Scientific aim: To distinguish organizational culture’s factors that have an impact on organizational climate’s change. Findings: The results of the research confirmed that during the period of changes organizational culture has an impact on organizational climate through specific factors. Theoretical model how change organizational culture impacts organizational climate is developed. Research showed that stability, job satisfaction, team orientation, empowerment, core values, agreement, open communication, job autonomy and reward system are the most significant factors organizational culture influences organizational climate through. Moreover, the list of practical recommendations for companies, which are planning to implement changes, were developed. Conclusion: This research gives managers an idea on how to deal with top-down approach to influence organizational climate. This research limits not to looking at factors in scope of organizational culture and climate classification and how they can influence shifts in between. Further research should be conducted to introduce in model characteristics of organization, culture and outcome in organizational climate change