88 Strategy Framework: A Model for Enhancing Corporate Performance Through Organizational Culture

Abstract

Enhancing corporate performance within a diversified corporate group requires the deliberate establishment of an effective organizational culture. This paper presents the ‘88 Strategy Framework’, a new model developed through an exploratory single-case study of a leading Sri Lankan corporate group. Grounded in the Denison Organizational Culture Model, selected for its explicit linkage between cultural traits and measurable performance outcomes, the study explored the strategies senior managers deploy across four key cultural dimensions: involvement, consistency, adaptability, and mission. Through a three-level coding process applied to semi-structured interviews with twenty senior managers, 88 prominent strategies were identified and organized across six key business pillars: markets and customers, human resources, operations, innovation, sustainability, and management. The findings reveal that the management pillar carries the highest strategic density (26 of 88 strategies), suggesting that management practice bears primary responsibility for cultural establishment. The paper contributes to the limited body of literature on organizational culture and corporate performance within the context of corporate groups in developing nations, while offering practitioners a structured framework for culture-led performance enhancement.