The Impact of Clan and Adhocracy Cultures on Operational Performance: Mediating Effects of Personal Intention and Mentoring in Chennai Region Pharmaceutical Employees

Poorna Chandra Nallaiahgari and Subashini Rajagopal

SAGE Open, 2025, vol. 15, issue 3, 21582440251363744

Abstract: A knowledge-sharing culture plays a vital role in enhancing the performance of any enterprise. This study investigates how Adhocracy Culture and clan culture affect the performance of pharmaceutical companies, focusing on the mediating effects of personal intention and mentoring. There is limited research on knowledge sharing in Indian pharmaceutical enterprises, making it crucial to understand its impact on practical performance and innovation. The study employs a quantitative measurement using Structural Equation Modeling (SEM) analysis based on a structured questionnaire adapted from previous research. Data were collected through surveys using a simple random sampling method at selected pharmaceutical companies in Chennai, India. The study ensured the validity and reliability of the data and measurement model. After confirming data validity, the path model was assessed, and hypotheses were tested using direct, indirect, and specific methods. Findings indicate that clan culture negatively impacts operational performance through mentoring, while all other relationships showed positive significance. The study recommends managerial implications for human resource development in pharmaceutical companies, emphasizing employee satisfaction and sharing opinions. Additionally, it suggests fostering personal relationships among family members to enhance social interaction.

Keywords: clan culture; Adhocracy culture; mentoring; intention and operational performance (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:sae:sagope:v:15:y:2025:i:3:p:21582440251363744

DOI: 10.1177/21582440251363744

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