Abstract :
This study examines how organizational culture could affect employee resilience and employee mental health. Based on the Competing Values Framework (CVF), we examine four different types of organizational cultures, i.e. Clan, Adhocracy, Market, and Hierarchy, and their impact on employee outcomes. Using survey data from 350 employees in different industries, we examine the different ways that each cultural type affects resilience (the capacity to adapt and recover from adversity) and mental health (assessed through the use of the General Health Questionnaire [GHQ-12]). It is revealed that Clan and Adhocracy cultures, with their support, collaboration and flexibility, are positively linked to higher employee resilience and mental health outcomes. On the other hand, Market and Hierarchy cultures with their focus on competitiveness, control and structure are associated with lower levels of resilience and poorer mental health. The study indicates that organizational culture plays a critical role in determining employee well-being and gives practical information for organizations looking to help improve resilience and decrease mental health concerns. The findings emphasize the importance of promoting supportive and flexible workplaces to enhance overall employee well-being and performance. Implications to future research and organization practices are also discussed.