Introduction
The definition and measurement of organizational culture in various organizations have received the majority of attention in recent years (Delobbe et al, 2002; Weinzimmer et al, 2008). Research indicates that rivalry, productivity, corporate sales, profitability, and company growth are the primary areas of study in the field of organizational culture (Bavik, 2016). On the other hand, organizational culture's influence on the organization's and company's performance is one area in which it can be highly significant.
Although organizational performance is a complicated phenomenon, it may be best understood as a collection of actions meant to accomplish organizational objectives. Accordingly, the degree to which an organization has accomplished its objectives is correlated with its performance (Talapasand and Mohammadi Hosseini, 2015). The hospitality industry, which includes the lodging industry, benefits from this research. According to research, the hotel sector is more competitive and carries a very high risk than other sectors (Singal, 2015). Thus, the purpose of this study is to investigate how organizational culture affects performance in the hotel sector.
 
Methodology
This study examines the causal relationship between independent and dependent variables using a quantitative, descriptive-survey methodology. A questionnaire serves as the measuring instrument for the structures examined in this study. Four cultural structures—tribal, adhocracy, market, and hierarchy—were used to assess Cameron and Quinn's (2011) framework, which is the measurement tool for corporate culture. The Kaplan and Norton (1996) balanced scorecard, which comprises four dimensions of monitoring learning and growth, internal processes, customers' perspective, and financial success, is the instrument for assessing organizational performance. In this study, samples taken from Shiraz hotel management and staff were used to analyze and test the hypotheses that were developed.
The straightforward sampling procedure served as the foundation for our investigation. Time-wise, the information was gathered from November to December of 1402. By physically visiting the hotels and handing the questionnaire to the managers and staff, the questionnaire was gathered. From a geographical perspective, the data were most likely gathered from 120 samples and 10 hotels in Shiraz. Due to the sampling method's non-probability, the statistical techniques employed for data analysis in this study were SMART PLS version 3 software and structural equation modeling with partial least squares approach.
 
Results
The study's findings demonstrated that organizational culture predicts 41% of changes in organizational performance (414 /0R2=), and the main hypothesis regarding the impact of organizational culture on organizational performance in Shiraz city's hotels was validated at a 99% confidence level and with a beta coefficient of 0.651. There is no significant relationship between adhocracy and hierarchy culture and organizational performance, as the two cultures of adhocracy and hierarchy do not significantly affect performance. However, three types of organizational culture—tribal, market adhocracy, and market adhocracy—have a positive and significant effect on organizational performance, with path coefficients of 0.351, 0.231, and 0.224 at the 95% confidence level performance in Shiraz hotels. At the same time, 42% of changes in organizational performance may be explained by the four forms of organizational culture (R=0.426). The influence of organizational culture on every aspect of organizational performance is investigated in the following three hypotheses. The findings demonstrated that, at the 99% confidence level, organizational culture significantly and favorably influences internal processes (β=0.728), learning and growth (β=0.360), and customer perceptions (β=0.544). Furthermore, 28% of shifts in customer perceptions, 52% of shifts in internal procedures, and 11% of shifts in learning and development are predicted and explained by organizational culture.
 
Discussion and Conclusion
Increased global rivalry, shifting consumer needs, quick technical advancements, and uncertainty are some of the characteristics of the environment in which organizations compete. Flexibility is necessary for the organization to function in such an environment, and the organizational culture that guides the organization is one of the elements that determines its flexibility. One of the more recent schools of organization theory is the school of organizational culture. It is assumed in this school that a lot of actions and choices are based on patterns found in the organization's core beliefs. These presumptions are constant and have an impact on how the organization behaves.
 
The effect of organizational culture on organizational performance in Shiraz hotels has been assessed in this study. Four organizational culture components—tribal, adhocracy, market, and hierarchical—as well as functional components of learning and development, internal procedures, and customer viewpoints have all been used in this study to examine organizational performance. The results of this study support the notion that performance and adaptable organizational culture are related. Therefore, by prioritizing employee participation and opinions in organizational affairs, including internal processes, customer service, and understanding their needs—all of which are essential for empowerment (learning and growth)—improvement in these areas can be achieved in a flexible culture.
 
Funding
There is no funding support.
Authors’ Contribution
Authors contributed equally to the conceptualization and writing of the article. All of the authors approved the content of the manuscript and agreed on all aspects of the work declaration of competing interest none.
 
Conflict of Interest
Authors declared no conflict of interest.
 
Acknowledgments
We are grateful to all the scientific consultants of this paper.