一个商业组织的竞争优势可以通过强大的文化建立和联系来获得。一个组织的文化能够为克服绩效测量中的障碍而测量限制(Millett和Boyle 2013)。这些局限性说明，员工绩效与文化呈负相关关系，员工的绩效受到文化的严重影响。基于员工绩效的不同信念和价值观有助于组织的关联。一个组织的文化有助于将导致有效管理组织过程的联合关系内在化。组织的文化和生产力有助于提高绩效(Nica 2013)。绩效和文化之间的积极联系有助于提高整个组织的结果。整个组织的工作绩效会强烈影响on组织的文化，因为它会导致生产力的提高。企业的价值观和规范是建立在影响劳动力管理的不同文化的基础上的(Razalli 2010)。在整个商业组织中，强大的文化导致能够有效地管理员工。企业文化的力量和性质影响着企业组织的有效性和可持续性。当组织的基本任务发生变化时，组织文化的每个方面都会发生变化(Schein 2010)。
Development of an organization is said to be involving specific factors responsible for improvement of sustainability based on effectiveness. With improved scope of productivity, employee commitment is led in accordance with the objectives, values and norms of the organization that assists in improvement of organizational culture. Performance and culture is said to be involving an interrelation on the basis of perfect association among the processes of business (McLean 2010). The construct of culture is initiated on the basis of operational complications with the base of different business processes.
The competitive edge of a business organization can be attained by strong establishment and association of the culture. The culture of an organization enables the measurement of limitation for overcoming the barriers in measurement of performance (Millett and Boyle 2013). These limitations depict that employee performance and culture are negatively correlated as performance of an employee is affected by it badly. The different beliefs and values on the basis of employee performance assist in the association of organization. The culture of an organization assists to internalize joint relationship leading towards the effective management of processes in the organization. The culture and productivity of organization assists the improvement of performance (Nica 2013). The positive association between performance and culture assists the improvement of results across the organization. The performance of job across the organization strongly affects the culture of on organization as it results in the enhancement of productivity. The values and norms of the business are set on the basis of different cultures impacting the management of work force (Razalli 2010). Across the business organization, strong culture results in enabling the efficient and effective management of employees within the work force. The power and nature of culture in an organization impacts the effectiveness and sustainability of the business organization. When there is change in the underlying mission of an organization, there is also an occurrence of change within each and every aspect across the culture of an organization (Schein 2010).
It had been mentioned by Kandula (2006) that the key for delivery of good performance is having a strong base of culture. Because of the differences and variations in culture of an organization, similar strategies do not tend to be yielding certain results for two different business organizations within the same location and across the same industry. A strong and positive culture helps in making an average individual to delivery brilliant performance and achievement in which a weak and negative culture may result in demotivation of outstanding work force for delivering under- performance, while ending up with no achievements. Therefore, culture of an organization plays a direct and active role in organizational performance and the management of performance as well (Steel 2010).
At the level of surface, culture can be presented as visible stories, histories, dress codes, behaviours, languages, slogans and symbols, and any other such objects. However, these visible signs can be identified as the shared assumptions, beliefs and core values of each and every employee assisting the definition of organizational culture within the business.