Abstract:

Purpose - Every business has its own rules. These rules, which enable the employees to act as a whole, constitute the organizational culture. Businesses should adopt an organizational culture that can adapt to ever-changing environmental conditions. This is important in terms of providing competitive advantage. However, the concept of organizational inertia negatively affects the resistance to change and competitive advantage. The aim of the research is to reveal that the effect of organizational culture on organizational inertia is minimized by the intermediary role of collaboration and the effects of organizational inertia reach the minimum level in the organization. Design/methodology/approach- The research model was analyzed using the Partial Least Squares (PLS) technique with data collected from Ordu Metropolitan Municipality employees. Findings - Positive relationship was found between the uncertainty avoidance sub-dimension of organizational culture and cooperation. It has been determined that there is a positive relationship between the collectivism sub-dimension of organizational culture and insight inertia, which is the sub-dimension of organizational inertia. A positive relationship was found between the collectivism sub-dimension of organizational culture and cooperation. A negative relationship was found between the long-term sub-dimension of organizational culture and the sub-dimension of organizational inertia, insight inertia. A positive relationship was found between the long-term sub-dimension of organizational culture and cooperation. Discussion - Looking at the results of the research, it has been determined that uncertainty avoidance, long-term and collectivism have effects on cooperation behavior. It was determined that masculinity and power distance had no effect on cooperation behavior. Another important result was that collectivism and long-term effects had an effect on insight inertia.

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