Understanding Organisational Culture: A Review of Definitions, Theoretical Frameworks, and Empirical Studies

Organisational culture is widely recognised as a key factor influencing organisational effectiveness, employee behaviour, and institutional development. This paper reviews the major definitions, theoretical foundations, and empirical studies related to organisational culture. It first examines influential perspectives proposed by Schein (1985, 2010), Hofstede (1991), Cameron and Quinn (1999), Denison (1990), and Ouchi (1981), highlighting the evolution of the concept from shared assumptions and values to multidimensional and performance-oriented frameworks. The paper then discusses Harrison and Stokes’s (1992) Organisational Culture Theory and its alignment with the five dimensions of the Organisational Culture Scale developed by Huang and Teo (2019): Goal Orientation, Participative Decision Making, Formal Relationships, Innovation Orientation, and Shared Vision. In addition, empirical studies conducted in international higher education settings, across China, and specifically in Inner Mongolia are reviewed to identify major research trends and gaps. The review indicates that although organisational culture has been extensively studied, limited attention has been paid to ethnic minority regions, multi-level cultural influences, and the mechanisms through which culture affects important psychological and organisational outcomes. The paper concludes by highlighting directions for future research and the practical importance of fostering a supportive organisational culture in higher education institutions.