The relationship between organizational culture and job satisfaction: evidence from the Lebanese non-profit sector

Purpose This study examines the relationship between organizational culture and job satisfaction in national (LNGOs) and international non-governmental organizations (INGOs) operating in Lebanon. Drawing primarily on the competing values framework, with Denison's organizational culture model built on as a complementary theory, this study explores how different cultural typologies are associated with employees' job satisfaction, with special focus on what is theoretically distinctive regarding donor-dependent and crisis-influenced NGO environments like Lebanon. Design/methodology/approach A quantitative cross-sectional design was used, with survey data collected from 346 employees across different LNGOs and INGOs operating in different Lebanese governorates. The final sample was N = 325, with 234 LNGO employees and 91 INGO employees. Data were analyzed using R (version 4.4.2). Findings The most dominant organizational culture among LNGOs and INGOs is clan culture. LNGO employees revealed a high level of job satisfaction compared to INGO members. Existing clan culture was significantly and positively related to job satisfaction. Moreover, existing and preferred market culture showed a statistically significant negative correlation with job satisfaction. Hierarchy culture provided no significant zero-order correlation as regards job satisfaction; nevertheless, this culture emerged as a considerably positive predictor when other culture aspects as well as demographic covariates were controlled. Originality/value These findings showed that LNGOs and INGOs employees in Lebanon prefer to work in an environment characterized by a clan culture. The study contributes by testing whether that association holds under the donor dependency, localization pressure and compounding economic and humanitarian crises that characterize the Lebanese NGO context.