Karadeniz Teknik Üniversitesi Sosyal Bilimler Enstitüsü Sosyal Bilimler Dergisi, vol.7, no.13, pp.167-192, 2017 (International Refereed University Journal)
The aim of this study is to detect the effect of the organizational culture on dynamic capabilities. It will be tried to be found out that which types of clan, adhocracy, hierarchy, and market culture affect positively and negatively the presence of dynamic capabilities. According to the literature, these effects are investigated separately for three dimensions of dynamic capabilities such as sensing opportunities, seizing opportunities and reconfiguration. Since there is no previous study for the effects of organizational culture in the existence of dynamic capabilities, it has been a pioneer study. Empirical evidence was obtained from 78 firms, which are record holder of corporate tax in 2012 and registered to Trabzon Chamber of Commerce. The finding revealed that adhocracy and market culture types positively affect dynamic capabilities in general. Moreover, clan culture negatively affects dynamic capabilities in general. Hierarchy culture has no effect on dynamic capabilities in general.