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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

Introduction

In organizational dynamics, adhocracy culture signifies disciplined adhocracy to establish norms and procedures, fostering stability. Clan Culture embodies a familial environment where mentorship thrives, promoting personal growth and trust (Chawla & Joshi, 2011; Suppiah & Singh Sandhu, 2011). Mentoring, intrinsic to Clan Culture, nurtures individual development, and knowledge sharing. Operational Performance reflects organizational processes’ collective efficacy and efficiency (Cao et al., 2013; Suppiah & Singh Sandhu, 2011). Personal Intention, influenced by cultural milieu, manifests in supportive behaviors and collaborative efforts (Cao et al., 2013). These elements illustrate the symbiotic relationship between organizational culture, mentoring, individual intent, and operational success (Bharadwaj et al., 2015; Cao et al., 2013). In pharmaceutical enterprises, Adhocracy Culture emphasizes strict Adhocracy to protocols and procedures. Clan Culture fosters a familial environment where mentoring is prevalent, promoting personal growth (Kesti & Syväjärvi, 2010). The significance of these concepts lies in their potential to enhance pharmaceutical companies’ efficacy and safety standards (Haldin-Herrgard, 2000; Kesti & Syväjärvi, 2010). Adhocracy Culture ensures regulatory compliance and quality control, which is crucial for drug development and approval, while Clan Culture fosters a supportive environment conducive to mentoring and personal growth (Kesti & Syväjärvi, 2010). Effective mentoring cultivates a committed workforce with strong personal intentions, driving collaborative efforts to uphold adhocracy standards, ultimately improving operational performance and ensuring the delivery of safe and effective pharmaceutical products (Cameron & Quinn, 1999a; Haldin-Herrgard, 2000). Understanding how Adhocracy and Clan cultures influence mentoring, personal intention, and ultimately operational performance informs strategies for enhancing workplace dynamics and productivity (Brahma & Mishra, 2015; Cameron & Quinn, 1999a). The problem of the study in pharmaceutical companies revolves around understanding how organizational culture, specifically Adhocracy and Clan Cultures, influences mentoring, personal intention, and ultimately, operational performance (Brahma & Mishra, 2015). The study aims to identify strategies to enhance employee engagement, collaboration, and adhocracy in protocols by examining these relationships, thereby improving pharmaceutical products’ safety, efficacy, and overall performance (Bindra et al., 2022).

Theoretical Background: Social Exchange Theory

Key Concepts of Social Exchange Theory

Reciprocity: The idea that relationships are based on reciprocal transactions is a cornerstone of SET. Employees participate in mentoring relationships at work where resources, support, and knowledge are shared. Team members’ commitment and trust are increased by such reciprocity (Majiros, 2013).

Cost-Benefit Analysis: Workers weigh the possible gains and expenses related to their dealings. For example, mentoring may be costly due to the time and effort required, but it may also benefit professional growth. It is essential to comprehend this balance to encourage successful business mentoring practices (Scandura & Schriesheim, 1994).

Power Dynamics: SET stresses how power disparities influence interactions. In a clan culture typified by a familial setting, open communication and collaboration are encouraged, thereby boosting the efficacy of mentoring relationships (Martin et al., 2003).

Application of Social Exchange Theory in Organizational Culture

SET may be used to examine Adhocracy and Clan cultures in pharmaceutical organizations, shedding light on how these cultural frameworks impact employee relationships

Adhocracy Culture: This encourages risk-taking and creativity, resulting in dynamic mentorship relationships in which information is openly distributed to solve problems. Employees are inclined to participate in mentoring because they consider it beneficial to their professional growth and the organization’s performance (Martinez-Brawley & Zorita, 2007).

Clan Culture: This culture promotes a friendly atmosphere that values personal ties and mentoring. A strong sense of belonging increases employees’ desire to invest in mentoring relationships. The familial atmosphere increases trust, making employees more eager to share expertise and help one another, keeping with SET ideals (James, 2010).

Implications for Operational Performance

SET in this study demonstrates that successful mentoring relationships fostered by Adhocracy and Clan cultures may improve operational performance in pharmaceutical organizations. Workers who regard mentoring interactions as positive are more inclined to share information actively, enhancing productivity and creativity (Liu et al., 2009).

In conclusion, Social Exchange Theory offers a comprehensive lens to examine the dynamics of mentorship and knowledge exchange in organizational settings. Organizations may develop more successful interpersonal connections that improve overall performance by recognizing the importance of reciprocity, cost-benefit analysis, and power dynamics across cultural contexts.

Research Questions

1.2.1. Does Adhocracy Culture directly influence mentoring relationships within the organization?

1.2.2. How does Adhocracy Culture impact employees’ intentions in the workplace?

1.2.3. Does Clan Culture foster mentoring relationships among employees in pharmaceutical enterprises?

1.2.4. How does Clan Culture influence employees’ intentions within pharmaceutical organizations?

These research questions delve into the interplay between organizational culture, mentoring, personal intentions, and operational performance within critical enterprises, aiming to understand the mechanisms underlying organizational effectiveness in this industry.

Research Objectives

To address the four questions in the questionnaire, it is necessary to formulate the study’s objectives. This study supports four key objectives, which are:

Explore the impact of Adhocracy Culture on the presence and effectiveness of mentoring relationships in pharmaceutical enterprises.

Examine how Adhocracy Culture influences employees’ personal intentions and behaviors in the workplace setting of pharmaceutical companies.

Investigate the role of Clan Culture in fostering mentoring relationships among employees within pharmaceutical organizations.

Assess how Clan Culture influences employees’ personal intentions and their subsequent impact on operational performance in the pharmaceutical sector.

This study’s objectives support the Structural Equation Modeling (SEM) analysis to determine the relationships between independent and dependent variables through mediating variables. This path analysis facilitates measuring direct, indirect, and specific relationships. A literature review is necessary to verify and measure the relationships between the independent and dependent variables.

Review of Literature and Hypotheses Development

This literature review investigates the influence of organizational culture on mentoring relationships, personal intentions, and operational performance in pharmaceutical enterprises, specifically adhocracy and clan cultures.

Literature Review

The literature review delves into the dynamics and implications of various relationships between knowledge sharing and firm performance. It examines these relationships through three key aspects: direct relationships, indirect relationships, and specific effects.

Direct Relationship

Adhocracy Culture to Mentoring

Various studies and literature reviews shed light on the positive significance of the relationship between Adhocracy Culture and Mentoring within the pharmaceutical sector. Firstly, an Adhocracy Culture, characterized by dynamic entrepreneurship and action, nurtures an environment conducive to mentorship. According to Cameron and Quinn (1999b) Organizations valuing risk-taking and resource acquisition naturally promote mentoring to navigate challenges. Mentoring is vital for knowledge transfer and skill development, particularly in the dynamic pharmaceutical sector (Ganguly et al., 2020). Studies also highlight mentoring’s role in boosting employee engagement and retention. Employees who feel supported in their professional advancement are more likely to remain dedicated to the organization. This finding is consistent with Cameron and Quinn’s observations, where organizations valuing experimentation and opportunity-seeking typically have robust mentoring programs. Moreover, an adhocracy culture that encourages exploration and seizing opportunities naturally cultivates a culture of ongoing learning and development (Brahma & Mishra, 2015). Mentoring acts as a vehicle for disseminating knowledge, aiding in adapting to industry shifts and maintaining competitiveness (Haldin-Herrgard, 2000; Kesti & Syväjärvi, 2010). The literature demonstrates that the positive relationship between Adhocracy Culture and Mentoring contributes to enhanced employee engagement, retention, and continuous learning within the pharmaceutical sector (Brahma & Mishra, 2015). This mutually beneficial relationship fosters innovation and talent development in a landscape marked by constant change.

Conversely, some studies reveal negative implications when Adhocracy Culture impedes effective mentoring relationships among pharmaceutical employees. The strict Adhocracy to established norms and procedures stifles innovation and risk-taking, hindering professional growth and adaptability (Bindra et al., 2022). These findings underscore the significance of considering the interplay between organizational culture and mentoring practices for optimal employee development in the pharmaceutical industry.

Adhocracy Culture to Personal Intention

Adhocracy Culture, characterized by a commitment to organizational values and norms, can positively influence employees’ personal intentions (Cameron & Quinn, 1999a). Within such a culture, employees will likely feel strongly aligned with the organization’s mission and vision. This alignment fosters a more profound sense of purpose and motivation, driving individuals to pursue their personal goals in line with the organization’s objectives (Cao et al., 2013). In environments valuing established principles, job security and stability abound. This stability fosters personal growth, encouraging calculated risks within the organizational culture. An Adhocracy Culture promotes camaraderie, enhancing collaboration and teamwork. Such an atmosphere boosts job satisfaction and supports individual aspirations (Cao et al., 2013).

The literature summary represents the positive impact of an Adhocracy Culture on employees’ personal intentions, which lies in its ability to provide a nurturing environment where individuals can thrive professionally while pursuing their personal ambitions in harmony with the organization’s values and goals.

Clan Culture to Mentoring

Various pieces of literature underscored the positive significance of clan culture in mentoring employees. Clan Culture, characterized by its familial atmosphere and emphasis on personal development, fosters an environment conducive to effective mentoring relationships. Studies by Cameron and Quinn (2006) highlight how clan culture cultivates an organization similar to an extended family, wherein individuals share a strong sense of belonging and connection. This familial atmosphere lays a solid foundation for mentoring relationships to thrive, as mentors and mentees feel a genuine sense of care and support. Moreover, Clan Culture’s emphasis on leadership exemplifying mentoring and facilitating behaviors encourages the dissemination of knowledge and skills throughout the organization (Bindra et al., 2022; Ganguly et al., 2020). Mentors are empowered to guide and support their mentees, facilitating professional growth and development. Additionally, studies by Suppiah and Singh Sandhu (2011) further emphasize the significant impact of Clan Culture on mentoring, highlighting how high levels of trust, openness, commitment, and participation in Clan Culture enhance the effectiveness and sustainability of mentoring initiatives. Clan Culture fosters vital mentoring ties, boosting staff growth, satisfaction, and firm triumph. Conversely, overemphasizing mentoring within this culture may breed dependency, stifle innovation, and bolster hierarchy. While mentoring benefits are clear, excessive reliance might curb autonomy and diversity, hindering organizational adaptability and expansion (Cao et al., 2013). The findings align with these dual aspects, underlining the nuanced impact of mentoring within Clan Cultures, as echoed in both positive and negative assessments.

Clan Culture to Personal Intention

The literature review on Clan Culture and its positive significance on employees’ personal intentions reveals compelling insights that employees often view their workplace as an extended family, fostering a strong sense of belonging and camaraderie (Cameron & Quinn, 1999a). Leadership styles primarily focus on mentoring and facilitating, promoting personal and professional growth. This emphasis on human development creates an environment of high trust, openness, commitment, and active participation. Furthermore, Suppiah and Singh Sandhu (2011) highlight the significant influence of Clan Culture on employees’ personal intentions. They stress how the familial environment cultivated in such organizations fosters strong personal connections and dedication toward organizational objectives and values. Consequently, employees demonstrate increased motivation, engagement, and loyalty, motivated by an aspiration to contribute to the organization’s success (Cameron & Quinn, 1999b). Literature highlights the vital link between Clan Culture and employees’ personal goals, crucial for nurturing a vibrant organizational environment. However, cautionary voices warn of potential pitfalls like nepotism and favoritism. Over-reliance on clan culture might breed complacency and resistance to change, stifling personal and professional development. Hence, while fostering camaraderie is vital, an excessive focus on it could thwart innovation and hinder overall progress within the organization.

Mentoring to Operational Performance

Highlight mentoring’s significant impact on operational efficiency. New pharmacy staff undergo structured orientation, familiarizing them with organizational operations for smoother role integration. Continuous mentoring, regardless of tenure, aids in a seamless transition to new responsibilities (Cameron & Quinn, 1999a). This knowledge exchange fosters a culture of learning and development. Mentors leverage expertise to nurture talent, enhancing overall proficiency and productivity (Bindra et al., 2022; Brahma & Mishra, 2015). Mentoring significantly boosts pharmacy operational performance by imparting skills and fostering a supportive atmosphere. However, studies caution against potential drawbacks, including inadequate mentorship and mismatched pairs, which may impede productivity. Effective mentorship, tailored to skill enhancement, is crucial to optimizing outcomes in pharmacy operations despite the prevalent mentoring culture (Cameron & Quinn, 1999a; Suppiah & Singh Sandhu, 2011).

Personal Intention to Operational Performance

The literature suggests a positive relationship between personal intention and operational performance among pharmacy employees (Cameron & Quinn, 1999a). When employees actively support less experienced colleagues, help with work-related problems, and share their experiences to prevent mistakes, it fosters a culture of collaboration and knowledge-sharing within the organization (Bindra et al., 2022; Suppiah & Singh Sandhu, 2011). Cameron and Quinn (1999a) highlight the significance of personal intention in facilitating such behaviors, which ultimately contribute to improved operational performance. Further emphasize the impact of personal intention on operational performance, indicating that when employees are motivated to go above and beyond their formal job roles to assist others and share knowledge, it enhances efficiency and effectiveness in pharmacy operations (Ganguly et al., 2020). Encouraging personal motivation in pharmacy staff yields operational gains like heightened productivity, fewer errors, and enhanced service quality. However, studies caution against overemphasizing personal support and experience-sharing, as it may hamper employee task efficiency and productivity (Bindra et al., 2022; Suppiah & Singh Sandhu, 2011). It could lead to distractions, decreased time spent on core responsibilities, and hindered organizational goals due to misplaced priorities.

Direct Relationship Hypothesis

H1: Adhocracy Cultures Positive Significance in Mentoring

H2: Adhocracy Cultures Positive Significance in Personal Intention

H3: Clan Cultures Positive Significance in Mentoring

H4: Clan Cultures Positive Significance in Personal Intention

H5: Mentoring Positive Significance to Operational Performance

H6: Personal Intention Positive Significant to Operational Performance

Total Indirect Relationship

Adhocracy Culture to Operational Performance

Cameron and Quinn (1999a) highlight how organizations fostering such a culture tend to excel in operational performance due to their dynamic and entrepreneurial nature. This culture encourages employees to seek new resources, take on new challenges, and explore opportunities, all contributing to enhance operational efficiency and effectiveness. Furthermore, research by Suppiah and Singh Sandhu (2011) corroborates this notion, emphasizing the significant influence of Adhocracy Culture on operational performance. In pharmacy settings, employees operating within an adhocracy culture are likelier to exhibit heightened engagement, creativity, and problem-solving abilities. This, in turn, leads to improved service delivery, streamlined processes, and, ultimately, better patient outcomes. In essence, the literature underscores the positive significance of Adhocracy Culture on operational performance in pharmacy settings, highlighting its role in driving efficiency, innovation, and overall organizational success (Bindra et al., 2022). While Adhocracy Culture may thrive in specific organizational contexts, its negative implications on operational performance among pharmacy employees highlight the importance of finding a balance between innovation and Adhocracy to establish procedures in healthcare settings.

Clan Culture to Operational Performance

The literature reveals a compelling link between Clan Culture and operational performance, particularly in fostering employee effectiveness and organizational success. Cameron et al. (2006). Highlight how Clan Culture cultivates an environment akin to an extended family, where individuals share solid personal bonds and a sense of belonging. This familial atmosphere engenders trust, openness, commitment, and employee participation. Such qualities are essential for enhancing operational performance as they promote teamwork, communication, and collaboration (Cao et al., 2013). Moreover, the leadership style prevalent in Clan Culture emphasizes mentoring and facilitating, further nurturing employee development and employee engagement (Cameron et al., 2006). This supportive leadership approach fosters a culture of continuous learning and growth, ultimately leading to improved employee morale and productivity (Brahma & Mishra, 2015). The study by Suppiah and Singh Sandhu (2011) studies confirms the positive impact of Clan Culture on operational performance. Prioritizing human development and fostering a supportive work environment, organizations embracing Clan Culture achieve higher efficiency, innovation, and overall performance (Bindra et al., 2022). The literature emphasizes Clan Culture’s role in driving operational excellence by enhancing employee engagement, collaboration, and leadership dynamics. However, excessive focus on personal relationships may detract from task completion, leading to inefficiencies, reduced accountability, and conflicts of interest, thus hindering productivity and organizational effectiveness.

Total Indirect Relationship

H7: Adhocracy Culture has a positive significance to operational performance

H8: Clan Culture has positive operational performance

Total Specific Effects of Relationship

Adhocracy Culture to Mentoring for Operational Performance

The combination of cultural Adhocracy, mentoring, and pharmacy operational prowess shows immense potential. A culture embracing entrepreneurship, innovation, and risk-taking fuels growth and adaptability. Mentorship programs aid in transfer and skill enhancement, preparing staff for evolving challenges (Cameron & Quinn, 1999a; Haldin-Herrgard, 2000). Through orientation for new hires and mentorship for seasoned staff, the organization fosters a culture of perpetual learning and support, boosting employee contentment, and operational efficiency (Mahroeian & Forozia, 2012). Mentored employees exhibit higher levels of competence and confidence in their roles, leading to improved operational performance (Kesti & Syväjärvi, 2010). By harnessing the synergy between Adhocracy Culture and mentoring, pharmacies can enhance employee capabilities, drive innovation, and deliver superior patient care (Cameron & Quinn, 1999a; Haldin-Herrgard, 2000). Mentorship in pharmacies equips staff to handle patient care intricacies, keep pace with industry progress, and enhance service quality, thereby boosting operational efficiency and patient well-being. A lack of mentorship culture can impede staff growth, lowering operational effectiveness. With guidance, navigating systems becomes more accessible, leading to inefficiencies and errors, hampering productivity and service excellence.

Clan Culture to Mentoring for Operational Performance

Research suggests a strong link between Clan Culture, Mentoring, and Operational Performance in organizations. Clan Culture fosters a familial ambiance, promoting belonging and support akin to an extended family. Mentoring, integral to Clan Culture, aids new employee integration and ongoing development (Wudarzewski, 2018). This continuous practice, irrespective of tenure, sees experienced staff guiding those less experienced. Such mentorship enhances knowledge transfer, skill development, and employee engagement (Cao et al., 2013). Past studies by Suppiah and Singh Sandhu (2011) and Bharadwaj et al. (2015) suggest a link between Clan Culture, Mentoring, and Operational Performance in organizations. Clan Culture fosters trust, commitment, and collaboration, enhancing innovation and effectiveness (Bindra et al., 2022). Mentoring reinforces these values, promoting learning, skill development, and problem-solving. This symbiotic relationship cultivates an environment conducive to operational success (Brahma & Mishra, 2015). As Brahma and Mishra (2015) expressed in the study, organizations characterized by strong clan Cultures and robust mentoring programs tend to exhibit improved operational outcomes, including increased productivity, quality, and employee satisfaction. These findings demonstrate the importance of developing a mentoring-focused corporate culture to achieve sustained operational success. According to literature evaluations, ignoring clan culture might make it more difficult for firms to provide effective mentorship, resulting in poorer employee performance. Productivity, morale, and skill development can all be improved by adequate support for mentoring programs. A company must prioritize mentorship to maximize performance and create a positive work environment.

Adhocracy Culture to Personal Intention for Operational Performance

Research shows that proactive personal goals and a dynamic, creative culture (Adhocracy Culture) favor pharmacy personnel’s operational effectiveness. Adhocracy culture, which strongly emphasizes risk-taking and entrepreneurship, promotes ingenuity, and challenges conventional wisdom. Personal intentions, demonstrated by talks with co-workers and personal support, encourage proactive interpersonal connections and information exchange, which improves performance and problem-solving skills (Cameron & Quinn, 1999b; Suppiah & Singh Sandhu, 2011). This deliberateness fosters a collaborative environment and encourages drawing lessons from the past (Brahma & Mishra, 2015). Thus, this synergy between Adhocracy Culture and Personal Intention results in improved Operational Performance. Workers who actively participate in knowledge-sharing and receive assistance for their personal development are likely to perform better overall and be more efficient in their pharmaceutical positions (Mahroeian & Forozia, 2012; Suppiah & Singh Sandhu, 2011). A favorable link between a supportive culture and personal intentionality in pharmaceutical workplaces is critical for the best results. According to the literature, lacking support for personal aspirations and organizational culture leads to worse operational performance. Failure to foster creativity and risk-taking and insufficient support for personal aspirations can reduce staff engagement, severely impacting productivity and service performance.

Clan Culture to Personal Intention for Operational Performance

The literature evaluation reveals a good relationship between Clan Culture, Personal Intention, and Operational Performance. Like an extended family, Clan culture promotes trust, transparency, devotion, mentoring, and growth-oriented leadership. Employees demonstrate personal intention by assisting colleagues, discussing job concerns, and sharing experiences to avoid mistakes (Chawla & Joshi, 2011; Olai & Iroanwusi, 2023). This proactive participation demonstrates a solid commitment to joint achievement (Suppiah & Singh Sandhu, 2011). This merging of Clan Culture and Personal Intention directly impacts operational performance (Cameron & Quinn, 1999a). Employees are more inclined to innovate, cooperate reasonably, and pursue greatness in a family organizational structure when they feel encouraged and supported. Increased involvement, problem-solving skills, and a continuous improvement culture improve operational outcomes (Haldin-Herrgard, 2000; Mahroeian & Forozia, 2012). This can discourage mentorship and transparency, stifling staff support efforts. As a result, a diminished personal desire to assist colleagues may diminish operational effectiveness, affecting productivity and creativity negatively (Cameron & Quinn, 1999b).

Total Specific Effects of Relationship

H9: Adhocracy Culture has a positive significance to operational performance through Mentoring

H10: Clan culture has a positive significance on operational performance through Mentoring

H9: Adhocracy Culture has positive significance to operational performance through personal intention

H10: Clan culture has a positive significance on operational performance through personal intention

Research Framework

The proposed study explores the links between organizational culture (particularly Adhocracy and Clan Culture), mentorship, personal intention, and operational effectiveness in a pharmacy context. The framework includes numerous assumptions from current literature to assist the study process (Zhao et al., 2013; Figure 1).

Figure 1.

Conceptual framework. Direct relationship. Total indirect relationship. The total specific effect of the relationship.

Research Methodology

Questionnaire Design and Varied Measurement Scales. Data Description

The questionnaire was based on previously published research and includes 16 items about information exchange and company success. Table 1 describes these variables and their associated indicators or items. The measurement values—mean, standard deviation (STDEV), kurtosis, and skewness—are derived from PLS (Partial Least Squares) results, which provide broad measurement values

Table 1.

Measurement Indicators of Variables.

Variables	Code	Observed variables	Reference	Mean	Range	SD	Kurtosis	Skewness
Adhocracy Culture	AC_1	“The organization is a very dynamic and entrepreneurial place.”	Cameron and Quinn (2006)	4.130	1:5	0.850	0.689	−0.938
	AC_2	“The leadership in the organization is generally considered to exemplify entrepreneurship, innovation, and risk-taking.”		4.122	1:5	0.866	0.909	−1.047
	AC_3	“The organization emphasizes acquiring new resources and creating new challenges. Trying new things and prospecting for opportunities are valued.”		4.126	1:5	0.863	0.855	−1.023
Clan Culture	CC_1	“The organization is a very personal place. It is like an extended family. People share a lot.”		3.943	1:5	1.031	1.982	−1.446
	CC_2	“The leadership in the organization is generally considered to exemplify mentoring and facilitating.”		4.157	1:5	1.056	1.487	−1.410
	CC_3	“The organization emphasizes human development. High trust, openness, commitment, and participation persist.”		3.913	1:5	1.001	2.398	−1.554
Mentoring	MENT_1	“New employees undergo a period of orientation to get familiarized with the systems and processes in the organization.”	Suppiah and Singh Sandhu (2011)	4.017	1:5	0.880	0.575	−0.844
	MENT_2	“Employees, irrespective of duration of service, are mentored in my organization when they take on new responsibilities”		4.043	1:5	0.903	0.705	−0.906
	MENT_3	“Most people in my organization voluntarily mentor others with lesser experience and skills”		4.052	1:5	0.893	0.624	−0.914
Personal Intention	PINT_1	“I support less experienced colleagues in their job-related activities during my free time.”		4.13	1:5	0.951	1.751	−1.363
	PINT_2	“I spend time in personal conversation (e.g. discussion in the hallway, over lunch, through the telephone) with others to help them with their work-related problems.”		4.039	1:5	0.896	0.875	−0.953
	PINT_3	“I share my experiences with others in my organization so that they may not repeat the mistakes that I have made.”		3.987	1:5	0.949	1.000	−1.051
Operational performance	OPER_1	“Streamline corporate internal processes.”	(Lin, 2015)	4.013	1:5	0.725	2.247	−0.915
	OPER_2	“Improve product or service quality.”		4.074	1:5	0.884	1.688	−1.172
	OPER_3	“Innovate new products or services.”		4.100	1:5	0.901	1.162	−1.097
	OPER_4	“Rapidly commercialize new innovations.”		4.096	1:5	0.875	1.151	−1.012

Source. Authors construct (2024).

Table 1 demonstrates a favorable perception and substantial agreement with the observed variables, as indicated by the high mean scores across all dimensions. The primarily negative skewness values show a concentration of answers toward higher values. This suggests that the organization’s culture, mentorship procedures, personal ambitions, and operational success are typically seen favorably. Different distribution shapes are reflected in the various kurtosis values; some variables have higher peaked distributions, which indicate less unpredictability, while others have flat or extreme values. The company places great importance on mentorship, personal connections, a dynamic and entrepreneurial culture, and operational effectiveness of, which enhance the work environment.

Sample Size and Data Collection

We carefully selected 16 items from various quickly changing published literature spanning five variables for our study (see Table 1). Following the 1:15 ratio approach, we calculated that 240 responders would be the ideal sample size to achieve statistically solid power. According to earlier researchers, this ratio required that each item be enlarged by a factor of 15 (Hair et al., 2014; Sarstedt et al., 2021). After the pre-test data was analyzed, some of the questions were improved, and the final questionnaire was created (Adil et al., 2023; McGee & Terry, 2024). Over 45 days, 264 respondents were chosen by convenience sampling to receive the modified questionnaire. The pre-test and final surveys were given to a select group of pharmaceutical personnel in Chennai, Tamil Nadu, India, between January and February 2024. 255 of these respondents filled out the surveys completely. Due to their hectic schedules and lack of interest, nine respondents did not respond, and 25 did not take the questions seriously; as a result, they were not included in the study. To measure the hypothesis using Smart-PLS, 230 questionnaires were used.

Statistical Techniques

This study used Partial Least Squares Structural Equation Modeling (PLS-SEM), a quantitative method, to assess its hypotheses (Al-Emran et al., 2018; V. S. Aggarwal & Kapoor, 2020). PLS-SEM was used because it can manage several independent (Adhocracy Culture and Clan Culture), mediating (Mentoring and Personal Intention), and dependent (Operational Performance) variables at once without assuming a normal distribution, which is appropriate for the complexity of the investigation (Haus et al., 2013; Soewarno & Tjahjadi, 2020). Additionally, its broad use in the social and business sciences made it a good fit for this study (Soewarno & Tjahjadi, 2020).

Data Analysis

A strong measurement model is then painstakingly created to guarantee the validity and dependability of the examined variables. Using the PLS algorithm model, the study clarifies the complex interactions between these variables and illuminates their connections (Almawishir & Benlaria, 2023). Furthermore, using bootstrapping techniques strengthens the analysis by estimating the distribution of sample statistics, thereby increasing the accuracy of conclusions regarding population characteristics (Adil et al., 2023).

Assessment of Measurement and Structural Models

The table displays the validity and reliability metrics for variables in a research model. Validity indicators, including outer loadings and construct dependability, are evaluated with measures like Cronbach’s α and composite reliability. Bootstrapping validates the dependability of the measurements. The research shows that the study’s constructs are robustly valid and reliable. These scales used a Likert-scale continuum from strongly disagree (1) to agree (5) as markers strongly (S. Aggarwal et al., 2020).

Model Outer Loadings

The outer loading values in the SEM analysis, ranging from 0.757 to 0.921, signify the strength of the relationship between each indicator and its respective construct. These values exceed the recommended threshold of 0.7, as suggested by indicating the indicators’ reliability for further study (Fornell & Larcker, 1981; Hair et al., 2014).

Construct Validity and Reliability

All of the PLS-SEM analysis’s constructs have Cronbach’s alpha values above the .7 cutoff, suggesting strong reliability (Hair et al., 2014). This implies that each construct’s elements are trustworthy and internally consistent measurements of that construct. The reliability value of Joreskog’s rho_A is more than 0.07 (Hair et al., 2014; Zhao et al., 2013). According to Hair et al. (2014), the composite reliabilities for every variable in the PLS-SEM analysis are more than satisfactory, surpassing the suggested threshold of 0.8. This indicates that the measurement models are robust, guaranteeing reliable and consistent SEM analysis findings. All of the variables’ Average variation Extracted (AVE) values in the SEM analysis are higher than the suggested cutoff of 0.50, suggesting sufficient convergence and that the construct scores account for more than half of the indicator variation (Hair et al., 2014; Table 2).

Table 2.

Measurement of Variables Reliability and Validity.

Variable	Indicator	Validity			Constructs reliability and validity				Bootstrapping
Variable	Indicator	Weight	Outer loading	VIF	Cronbach’s α	Rho_a	Composite reliability	AVE	β	STDV	T-Value	p-Value
Adhocracy Culture	AC_1	0.467	0.851	1.553	.843	0.865	0.904	0.758	.851	0.029	29.665	.0000
	AC_2	0.335	0.866	2.889					.866	0.033	26.572	.0000
	AC_3	0.350	0.894	3.159					.894	0.026	34.65	.0000
Clan Culture	CC_1	0.415	0.920	2.726	.875	0.888	0.923	0.799	.92	0.012	74.357	.0000
	CC_2	0.328	0.852	2.005					.852	0.029	28.986	.0000
	CC_3	0.373	0.909	2.698					.909	0.018	50.691	.0000
Mentoring	MENT_1	0.420	0.895	2.734	.829	0.833	0.898	0.746	.895	0.017	52.472	.0000
	MENT_2	0.396	0.800	1.464					.8	0.03	26.367	.0000
	MENT_3	0.343	0.893	2.873					.893	0.017	51.462	.0000
Operational Performance	OPER_1	0.290	0.853	2.229	.870	0.871	0.912	0.721	.853	0.021	39.887	.0000
	OPER_2	0.306	0.880	3.204					.88	0.019	45.308	.0000
	OPER_3	0.298	0.791	1.787					.791	0.031	25.452	.0000
	OPER_4	0.285	0.869	3.226					.869	0.023	37.577	.0000
Personal Intention	PINT_1	0.417	0.921	3.149	.833	0.855	0.901	0.753	.921	0.014	65.962	.0000
	PINT_2	0.321	0.757	1.445					.757	0.033	22.731	.0000
	PINT_3	0.407	0.915	3.092					.915	0.013	69.705	.0000

Source. Authors construct based PLS Model Output.

Multicollinearity is unlikely to be an issue if the VIF is 3.0 or below. Please note that while 5.0 was considered the appropriate VIF level in earlier publications, more recent research shows this level is excessively high (Hair et al., 2014).

Strong correlations were indicated by the bootstrapping procedure, which showed statistically significant path coefficients (β) for all variables with p-values of .0000. The range of standard deviations (STDV) was 0.012 to 0.033, indicating consistent estimations. T-values showed that the coefficients were resilient, ranging from 22.731 to 74.357.

Discriminant validity

Each construct’s square root of the AVE is represented by the diagonal components, which show how much variation the construct captures regarding its indicators. Interestingly, every diagonal value exceeds the matching off-diagonal value, indicating that the financial components have excellent discriminant validity (Fornell & Larcker, 1981; Frimpong et al., 2022).

The Fornell-Larcker criteria, which require that the square root of the AVE (Diagonal Values) surpasses the inter-construct correlations (off-diagonal values) of the variables, were used to evaluate the discriminant validity (Table 3) of the scales. This implies that every latent variable accurately reflects its unique variance (Bongomin et al., 2020).

Table 3.

Discriminant Validity (Fornell Larcker (FL) criteria).

Constructs	Adhocracy culture	Clan culture	Mentoring	Operational performance	Personal intention
Adhocracy culture	0.870
Clan culture	0.292	0.894
Mentoring	0.291	0.273	0.864
Operational performance	0.410	0.528	0.422	0.849
Personal intention	0.353	0.452	0.361	0.590	0.868

Source. Authors construct based PLS Measurement Model Output.

Ratio of Heterotraits to Monotraits (HTMT)

HTMT, a metric used in SEM to evaluate the discriminant validity across variables, is shown in Table 4. The correlations between indicators of the same variables (monotrait) and indicators of various variables (heterotrait) are contrasted. Good discriminant validity is indicated by an HTMT score below 0.90 (Henseler et al., 2015). The HTMT ratio in Table 3 shows the discriminant validity between constructs. Since the ratios are below the suggested cutoff point of 0.85, the data show that the constructions are separate. Their discriminant validity is confirmed by the fact that the values for Mentoring, Operational Performance, Personal Intention, Adhocracy Culture, and Clan Culture are all less than 0.85.

Table 4.

HTMT Ratio.

Constructs	Adhocracy culture	Clan culture	Mentoring	Operational performance
Adhocracy culture
Clan culture	0.332
Mentoring	0.337	0.316
Operational performance	0.437	0.602	0.494
Personal intention	0.412	0.519	0.435	0.690

Source. Authors construct based PLS Measurement Model Output.

This implies that these constructs are successfully distinguished by the measurement model, enhancing the validity of the study’s conclusions. Table 4’s HTMT values all fall below 0.90, indicating strong discriminant validity (Bongomin et al., 2020).

Overall, the results show that route coefficients may be estimated reliably, supporting the validity of variable connections. The research variables show strong internal consistency, reliability, and convergent validity. These measurements are critical in ensuring that the measurement model appropriately represents the constructs being researched, laying the groundwork for later analyses and interpretations.

Demographic Model

The presented data is a demographic breakdown of a sample of 230 people divided into three categories: gender, age, and position within an organization (Table 5).

Table 5.

Demographic Profile.

Classification	Category	Frequency	Percentage
Gender	Male	137	59.57
Gender	Female	93	40.43
Total		230	100
Age	21–30	94	40.87
	31–40	66	28.70
	41–50	48	20.87
	51 and above	22	9.57
Total		230	100
Position	Below middle management	135	58.70
	Middle management	81	35.22
	Top management	14	6.09
Total		230	100

The gender breakdown suggests that males (59.57%) outnumber females (40.43%). This implies a gender imbalance in the sample, with males being the majority. The age distribution shows that the largest group is between the ages of 21 and 30, indicating a young population. The representation diminishes with age, with the lowest group being those 51 and older. The position distribution indicates that most people are in positions below middle management. A lower share fills intermediate management jobs, with the fewest in high management posts.

Structural Model Assessment

Table 6 shows the PLS-SEM Path Coefficients, which show the correlations between organizational culture, mentorship, personal intention, and operational success among pharmaceutical personnel. Adhocracy and clan cultures positively impact mentorship and personal intentions, affecting operational success. Notably, clan culture has a more significant influence on operational intentions. Mentoring and personal intention are favorably correlated with operational performance. These findings show the relevance of organizational culture and individual actions in improving operational performance in the pharmaceutical business (Cao et al., 2013; Figure 2).

Table 6.

PLS Path Coefficients.

Path coefficients	β	F value
Adhocracy Culture -> Mentoring	.231	0.056
Adhocracy Culture -> Personal Intention	.242	0.072
Clan Culture -> Mentoring	.206	0.044
Clan Culture -> Operational Performance	.382	0.179
Mentoring -> Operational Performance	.24	0.083
Personal Intention -> Operational Performance	.504	0.367

Source. Authors construct based PLS Measurement Model Output.

Figure 2.

PLS model.

PLS-SEM models are typically evaluated using R-squared (R ²) and adjusted R-squared (R ² adjusted) values for each latent construct. These numbers represent the proportion of variation explained by the model. R-squared values of .25, .50, and .75 are weak, moderate, and significant, respectively (Henseler et al., 2015; Legate et al., 2023; Sarstedt et al., 2021).

Table 7 displays the prediction power of significant variables influencing pharmaceutical employee behavior. Personal Intention strongly impacts Operational Performance (R² = 0.251), indicating the importance of employee incentives in organizational performance. Mentoring and operational performance have a modest connection (R² = 0.116), suggesting that mentoring programs improve operational effectiveness. These findings highlight the necessity of building personal purpose and mentoring activities in pharmaceutical firms to improve operational performance among workers.

Table 7.

Predictor.

LV	R square	R square adjusted	RMSE	MAE	Q²_predict
Mentoring	.124	.116	0.965	0.717	0.096
Operational performance	.399	.393	0.874	0.628	0.267
Personal intention	.258	.251	0.894	0.623	0.231

Source. Authors construct based PLS Measurement model output.

Bootstrapping Path Coefficients and Hypothesis Testing

Bootstrapping is used to determine the relevance of route coefficients. It calls for a minimum of 5,000 bootstrap samples, with the number of instances matching the original sample size. The critical t-values for a two-tailed test are 1.65 (for a significance level of 10%), 1.96 (for a significance level of 5%), and 2.58 (for a significant level of 1%), as advised by Sarstedt et al. (2021; Figure 3).

Figure 3.

Bootstrapping path coefficients.

Table 8 displays bootstrapping route total effects coefficients, which are critical for understanding organizational dynamics in the pharmaceutical industry. The study found significant positive correlations between Adhocracy Culture and Mentoring (β = .231), Personal Intention (β = .242), and Operational Performance (β = .177), as well as Clan Culture with Mentoring (β = .206), Personal Intention (β = .382), and Operational Performance (β = .242). Mentoring positively impacts operational performance (β = .24), whereas Personal Intention is a strong predictor (β = .504). These findings highlight the relevance of cultural and behavioral elements in improving operational performance and employee engagement within the pharmaceutical industry.

Table 8.

Bootstrapping Path Total Effects Coefficients.

Hypothesis	Path Total Effects Coefficients	β	Confidence interval			STDEV	T statistics	p Values	Results
Hypothesis	Path Total Effects Coefficients	β	Bias	Low	High	STDEV	T statistics	p Values	Results
Total effects
H₁	Adhocracy Culture -> Mentoring	.231	0.008	0.103	0.349	0.067	3.469	.001	Accept
H₂	Adhocracy Culture -> Personal Intention	.242	−0.001	0.11	0.366	0.067	3.602	.000	Accept
H₃	Clan Culture -> Mentoring	.206	−0.004	0.038	0.396	0.087	2.352	.019	Accept
H₄	Clan Culture -> Personal Intention	.382	0.001	0.222	0.538	0.081	4.74	.000	Accept
H₅	Mentoring -> Operational Performance	.24	0.004	0.116	0.375	0.07	3.431	.001	Accept
H₆	Personal Intention -> Operational Performance	.504	−0.001	0.365	0.626	0.067	7.564	.000	Accept
Total indirect effects
H₇	Adhocracy Culture -> Operational Performance	.177	0.004	0.095	0.264	0.044	4.047	.000	Accept
H₈	Clan Culture -> Operational Performance	.242	0.003	0.123	0.373	0.066	3.687	.000	Accept
Total specific effects
H₉	Adhocracy Culture -> Mentoring -> Operational Performance	.056	0.004	0.019	0.116	0.026	2.16	.031	Accept
H₁₀	Clan Culture -> Mentoring -> Operational Performance	.049	0.001	0.008	0.131	0.029	1.714	.087	Not Accept
H₁₁	Adhocracy Culture -> Personal Intention -> Operational Performance	.122	0	0.051	0.211	0.04	3.024	.003	Accept
H₁₂	Clan Culture -> Personal Intention -> Operational Performance	.192	0.002	0.093	0.307	0.055	3.515	.000	Accept

Source. Authors construct based PLS Measurement model output.

Discussion

The study examines the link between organizational culture, mentorship, personal intention, and operational success in the pharmaceutical industry, using Cameron and Quinn (1999a) paradigm. The study aims to understand how these elements influence organizational results by investigating route coefficients and bootstrapping effects. This inquiry sheds light on strategic management in the sector. The topic is divided into three sections according to hypothesis measurements: total effects, total indirect effects, and particular effects.

Total Effects

H1: Adhocracy Culture to Mentoring

Research indicates a substantial beneficial relationship between Adhocracy Culture and mentorship among pharmaceutical personnel. Dynamic, entrepreneurial, and risk-taking cultures encourage mentorship, which assists newcomers in navigating organizational processes. For pharmaceutical professionals, this implies that firms with such cultures foster knowledge exchange and skill development through mentorship (Suppiah & Singh Sandhu, 2011). As a result, mentorship can lead to improved operational performance, as seen by the positive path coefficient between the two. Thus, developing an adhocracy culture inside pharmaceutical businesses might be a strategic method for encouraging mentoring activities, eventually boosting individual growth and corporate effectiveness.

H2: Adhocracy Culture to Personal Intention

The results indicate a favorable correlation between pharmaceutical employees’ intentions and their adhocracy culture. This suggests that workers who work in an environment that values dynamism, entrepreneurship, and taking risks are more likely to show intentions to help less seasoned coworkers, have one-on-one discussions to resolve work-related problems, and share experiences to avoid errors (Cameron & Quinn, 1999a; Suppiah & Singh Sandhu, 2011). Such characteristics may originate from a culture that promotes innovation and proactiveness. Understanding this relationship can help pharmaceutical businesses create a positive work environment in which workers are encouraged to contribute to the growth and development of their colleagues. This understanding is critical for organizational development initiatives to improve collaboration, information sharing, and overall productivity in the pharmaceutical business (Brahma & Mishra, 2015).

H3: Linking Clan Culture and Mentoring

In the context of the pharmaceutical workforce, the interaction between Clan Culture and Mentoring (H3) is critical in organizational dynamics. The data point to a strong positive influence of Clan Culture on Mentoring. This means mentoring flourishes as an integrated practice in companies with solid familial relationships and emphasizes human development (Olai & Iroanwusi, 2023). In the pharmaceutical industry, where knowledge transfer and skill development are critical, a clan culture generates a climate in which employees are eager to participate in mentorship activities. This may involve informal mentorship, experience exchange, and programs for continual learning. A culture like this improves employee engagement and happiness and promotes information sharing and professional development (Brahma & Mishra, 2015; Mahroeian & Forozia, 2012). Understanding and nurturing Clan Culture is critical for organizational leaders and HR practitioners to fully realize the potential of mentoring programs in the pharmaceutical industry, fostering a collaborative and supportive work environment conducive to innovation and operational excellence (Bindra et al., 2022).

Clan Culture to Personal Intention

Path analysis demonstrates a significant positive relationship between Clan Culture and Personal Intention among pharmaceutical personnel. Clan Culture, which focuses on personal connections, mentorship, and human growth, encourages employees to assist and share experiences with colleagues (Suppiah & Singh Sandhu, 2011). This family environment encourages mutual support and information sharing. For pharmaceutical businesses, creating such an atmosphere through mentorship and development activities can increase employees’ willingness to assist peers and contribute to collective success (Cameron & Quinn, 1999a; Mahroeian & Forozia, 2012). These findings significantly impact human resource initiatives to build a collaborative and supportive culture inside pharmaceutical enterprises, eventually contributing to greater organizational effectiveness (Brahma & Mishra, 2015).

H5: Mentoring to Operational Performance

The study investigates the association between mentorship and operational success among pharmaceutical personnel. Mentoring strongly influences operational performance, suggesting that mentorship programs might improve the efficiency and efficacy of pharmaceutical operations (Shah et al., 2016). This aligns with prior research highlighting the value of mentorship in fostering skill development, knowledge transfer, and problem-solving abilities within organizations. For pharmaceutical firms, investing in structured mentoring initiatives could lead to improvements in streamlining internal processes, enhancing product or service quality, and facilitating the rapid commercialization of innovations (Olai & Iroanwusi, 2023; Zhao et al., 2013). By acknowledging and leveraging the impact of mentoring on operational performance, pharmaceutical companies can optimize their workforce potential and contribute to the advancement of the paracetamol sector.

H6: Personal Intentions for Operational Performance

The data indicate that personal purpose considerably affects pharmaceutical staff’s operational success. Employees who exhibit supportive behaviors toward their coworkers, such as mentoring and sharing experiences, significantly influence operations (Suppiah & Singh Sandhu, 2011). This emphasizes creating a culture where people actively contribute to their peers’ growth and development (Cao et al., 2013; Mahroeian & Forozia, 2012). Furthermore, in a dynamic business like pharmaceuticals, where innovation and quality are critical, personal intents to help others lead to actual benefits in operational efficiency and product/service innovation (Cameron & Quinn, 1999a). Organizations in this industry should focus on activities promoting and supporting such collaborative behaviors among employees to improve overall performance and competitiveness (Mahroeian & Forozia, 2012). These findings add to the corpus of research on organizational behavior and performance in the pharmaceutical sector, with practical implications for improving productivity and innovation (Haldin-Herrgard, 2000; Kesti & Syväjärvi, 2010).

Total indirect effects

H7: Adhocracy Culture and Operational Performance

The results show a considerable beneficial association between personal intention and operational success among pharmaceutical personnel. This shows that individuals who actively help colleagues, facilitate talks, and share their experiences have greater operational performance levels (Cao et al., 2013; Suppiah & Singh Sandhu, 2011). These actions foster a collaborative work atmosphere in pharmaceuticals, improving operational effectiveness. Creating a culture of intention-driven activities, mentorship, open communication, and knowledge sharing can boost efficiency and creativity (Haldin-Herrgard, 2000). This emphasizes the importance of understanding and utilizing human motivations and actions to improve organizational outcomes in the pharmaceutical industry (Cao et al., 2013).

H8: Clan Culture and Operational Performance

The path coefficient study demonstrates that Clan Culture has a considerable impact on the operational performance of pharmaceutical staff. In this setting, prioritizing personal connections, mentorship, and human development creates real operational benefits (Haldin-Herrgard, 2000; Kesti & Syväjärvi, 2010). This link is solid and significant, as evidenced by the high β value of .242 and low p-value of .000. These findings suggest that developing a Clan Culture inside pharmaceutical businesses might lead to improved operational outcomes, presumably through increased employee collaboration, trust, and dedication (Haldin-Herrgard, 2000). This knowledge might inform organizational initiatives for increasing operational efficiency and productivity in the pharmaceutical industry (Brahma & Mishra, 2015; Kesti & Syväjärvi, 2010).

Relationship Specific Effects

Mentoring Can Improve Adhocracy Culture and Operational Performance

The study’s findings show that Adhocracy Culture enormously benefits Mentoring, indirectly influencing Operational Performance among pharmaceutical staff. This shows that, in this setting, organizational cultures that value dynamism, entrepreneurship, and risk-taking generate a mentorship culture, improving operational outcomes. Such findings are critical for pharmaceutical companies because they emphasize the need to create organizational cultures that encourage knowledge exchange and skill development. Companies might increase operational efficiency and employee creativity by supporting mentoring methods consistent with the organization’s cultural values (Bindra et al., 2022). This emphasizes the significance of connecting company culture with mentoring activities to improve performance results in pharmaceutical settings (Kesti & Syväjärvi, 2010).

H10: Mentoring to Improve Clan Culture and Operational Performance

The study sheds light on the link between organizational culture, mentorship, and operational effectiveness, explicitly focusing on pharmaceutical companies. Hypothesis H10 proposes that Clan Culture’s impact on Operational Performance through mentorship may be statistically insignificant. Despite the widespread agreement of Clan Culture’s favorable impact on mentorship and operational intents, the effect on operational success in the pharmaceutical industry may be complicated. This conclusion emphasizes the need to consider industry-specific dynamics when studying organizational behavior (Cameron & Quinn, 1999a). According to Haldin-Herrgard (2000) and Kesti and Syväjärvi (2010), while Clan Culture may encourage mentoring practices, its direct influence on operational performance through mentoring may differ among industries.

H11: Improving Adhocracy Culture and Operational Performance via Personal Intention

Suppiah and Singh Sandhu’s (2011) findings indicate a substantial positive association between Adhocracy Culture and Personal Intention, which influences operational performance among pharmaceutical personnel. Employees in firms that develop an adhocracy culture are more likely to encourage colleagues, participate in personal talks to solve work-related concerns, and exchange experiences to avoid mistakes (Ganguly et al., 2020). Research suggests that an adhocracy culture promotes proactive actions that lead to better performance results (Haldin-Herrgard, 2000; Kesti & Syväjärvi, 2010). These findings highlight the relevance of organizational culture in defining employee intentions and, as a result, operational success in the pharmaceutical industry (Cameron & Quinn, 1999b; Talukdar, 2012). Companies that establish an atmosphere that prioritizes adhocracy and personal intention can enhance operational excellence and contribute to overall industry progress.

H12: Linking Clan Culture to Operational Performance via Personal Intention

The path analysis indicates a link between Clan Culture, Personal Intention, and Operational Performance among pharmaceutical staff (Haldin-Herrgard, 2000). Clan Culture, distinguished by a familial atmosphere and a focus on human development, has a favorable impact on Personal Intention, such as helping colleagues and sharing experiences (Suppiah & Singh Sandhu, 2011). These intentions, in turn, significantly impact operational performance, including process innovation and product/service quality improvement (Suppiah & Singh Sandhu, 2011). This emphasizes creating a supportive corporate culture that supports personal involvement and intentionality among employees, hence improving operational outcomes (Kesti & Syväjärvi, 2010). These findings have important implications for pharmaceutical companies, indicating that building a clan-like culture may motivate employee intentions and increase operational performance in this vital industry.

Implications

The data imply that corporate culture considerably impacts mentorship, personal intention, and operational success. Fostering an adhocracy culture emphasizing entrepreneurship, creativity, and risk-taking and a clan culture promoting personal relationships and human growth may improve mentorship and personal intention among pharmaceutical staff. Encouraging workers to coach newcomers on their initiative and fostering personal interactions for issue resolution can help improve operational effectiveness. Furthermore, focusing on operational efficiency, quality improvement, and innovation coincides with the study’s suggested routes. These findings give concrete recommendations for pharmaceutical companies to create a positive work atmosphere that increases employee engagement, encourages knowledge exchange, and, ultimately, boosts operational performance.

Conclusions

Based on the findings, it can be inferred that organizational culture substantially impacts mentorship, personal intention, and operational success among pharmaceutical personnel. Both Adhocracy and Clan cultures have a favorable influence on mentorship and personal aim. Furthermore, mentoring and personal intentions have a direct impact on operational effectiveness. Specifically, personal purpose has the most direct impact on operational success. These findings highlight the necessity of cultivating a mentorship culture and personal desire to improve operational effectiveness in pharmaceutical environments. This study provides practical insights for pharmaceutical businesses, highlighting the need to cultivate supportive cultures that encourage mentorship and employee engagement to enhance operational success.

Footnotes

ORCID iDs

Poorna Chandra Nallaiahgari

Subashini Rajagopal

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

Declaration of Conflicting Interests

The authors declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Data Availability Statement

The data that support the findings of this study are available from the corresponding author, upon reasonable request.

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

Abstract

Keywords

Introduction

Theoretical Background: Social Exchange Theory

Key Concepts of Social Exchange Theory

Application of Social Exchange Theory in Organizational Culture

Implications for Operational Performance

Research Questions

Research Objectives

Review of Literature and Hypotheses Development

Literature Review

Direct Relationship

Adhocracy Culture to Mentoring

Adhocracy Culture to Personal Intention

Clan Culture to Mentoring

Clan Culture to Personal Intention

Mentoring to Operational Performance

Personal Intention to Operational Performance

Direct Relationship Hypothesis

Total Indirect Relationship

Adhocracy Culture to Operational Performance

Clan Culture to Operational Performance

Total Indirect Relationship

Total Specific Effects of Relationship

Adhocracy Culture to Mentoring for Operational Performance

Clan Culture to Mentoring for Operational Performance

Adhocracy Culture to Personal Intention for Operational Performance

Clan Culture to Personal Intention for Operational Performance

Total Specific Effects of Relationship

Research Framework

Research Methodology

Questionnaire Design and Varied Measurement Scales. Data Description

Sample Size and Data Collection

Statistical Techniques

Data Analysis

Assessment of Measurement and Structural Models

Model Outer Loadings

Construct Validity and Reliability

Discriminant validity

Ratio of Heterotraits to Monotraits (HTMT)

Demographic Model

Structural Model Assessment

Bootstrapping Path Coefficients and Hypothesis Testing

Discussion

Total Effects

H1: Adhocracy Culture to Mentoring

H2: Adhocracy Culture to Personal Intention

H3: Linking Clan Culture and Mentoring

Clan Culture to Personal Intention

H5: Mentoring to Operational Performance

H6: Personal Intentions for Operational Performance

Total indirect effects

H7: Adhocracy Culture and Operational Performance

H8: Clan Culture and Operational Performance

Relationship Specific Effects

Mentoring Can Improve Adhocracy Culture and Operational Performance

H10: Mentoring to Improve Clan Culture and Operational Performance

H11: Improving Adhocracy Culture and Operational Performance via Personal Intention

H12: Linking Clan Culture to Operational Performance via Personal Intention

Implications

Conclusions

Footnotes

ORCID iDs

Funding

Declaration of Conflicting Interests

Data Availability Statement

References