Page 119 - SUSTAINABILITY ISSUES & COVID-19

Clan Culture values flexibility and focuses on its internal environment (Zammuto & Krakower, 1991). This culture focuses
on dynamic issues related to human resources such as morale, cohesion, and commitment (R. E. Quinn, 1988). Moreover,
previous research found that these organizations have good social sustainability outcomes, primarily related to internal
matters, and also have participative decision making (Jones et al., 2005). Conflict and controversies between members
rarely occur in the organizations because they have trust and commitment to organizations and a sense of belonging
(Zammuto & Krakower, 1991). The reason might be that it is usually a small organization with a high focus on ethics
and unity (Linnenluecke & Griffiths, 2010). This unity will help enforce organizations’ strategies reached by a consensus
(Zammuto & Krakower, 1991). In this context, this culture is expected to enhance the impact of SMG on organizational
legitimacy.
H : The positive effect of social media governance on organizational legitimacy is stronger when the clan
2a
culture score is high.

Adhocracy culture values flexibility and focuses on the organization’s external environment. This culture focused on
being innovative, adaptive, and multi-tasking; even though they may not master any of them (R. E. Quinn, 1988).
Realizing the external environment’s dynamic, prospector strategy is used to pursue the organization’s growth and
resource acquisition (Zammuto & Krakower, 1991). A prior qualitative study from Zammuto and Krakower (1991)
shows that employees in organizations with high adhocracy culture levels are not very close because they put external
relationships above internal affairs. Employees comply less with the internal rule because the organization’s focus is to
develop products and technologies, rather than advancing personal relation between them (Zammuto & Krakower,
1991). Here, employees are coordinated and controlled using informal communication (Linnenluecke & Griffiths, 2010).
As a result, although this organization has a high growth rate, the growth is a lack of focus (Porter & Kramer, 1999).
Employees seem to have no interest in controlling workflow (R. E. Quinn, 1988); thus, policies might not be adequately
adopted. In this context, this culture is expected to lower SMG’s impact on organizational legitimacy.
H : The positive effect of social media governance on organizational legitimacy is weaker when the score of
2b
adhocracy culture is high.

Hierarchy Culture values stability and focuses on the organization’s internal environment. It emphasized control,
measurement, documentation, information management, and continuity (R. E. Quinn, 1988). Individuals in the
organization are expected to comply with organizational mandates when roles are formally stated and enforced
through rules and regulations (Zammuto & Krakower, 1991). Prior research found that although the organizations
have better control of the internal process (R. E. Quinn, 1988), the control seems to be diminished in the process or
substantive matters (R. Parker & Bradley, 2000). For example, Zammuto and Krakower (1991) found that even though
these organizations have the highest focus on financial well-being, their financial achievement is low. The problem
might lie in the implementation, which implies organizations lack ability to enforce their policies. Regarding this
research, this culture is expected to lower the impact of SMG on organizational legitimacy.
H : The positive effect of social media governance on organizational legitimacy is weaker when the hierarchy
2c
culture score is high.

Market Culture values stability and focuses on the organization’s external environment. According to Barley and Kunda
(1992), this culture focuses on planning, forecasting, controlling, and designing the organizational structure and
decision processes to match the external environment. Organizations with this cultural dominance are usually mature
organizations and emphasize production, efficiency, and control (Zammuto & Krakower, 1991). These organizations
focus on maintaining their reputation and dominance (L.-F. Wu, Huang, Huang, & Du, 2019). Prior research found
that these organizations have a centralized decision-making process (Jones et al., 2005) and focus on outcome and
achievement (R. Parker & Bradley, 2000). Individuals in the organization are expected to apply a strategic plan to
achieve organizational goals to be rewarded from it (Zammuto & Krakower, 1991). This reward might add motivation
for employees to implement organization policies.

Moreover, these organizations are considered risk-averse and attempt to fulfill external expectations (Dyck et al., 2019).
For example, Dyck et al. (2019) found that these organizations emphasize ecological well-being and receive the highest
ecological sustainability. This example indicates that an organization has been successful in policy implementation.
Therefore, it is expected that this culture might enhance SMG’s impact on organizational legitimacy.

118 International Conference on Sustainability
(5 Sustainability Practitioner Conference)
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