Examining the Influence of Corporate Culture on Employee Well-Being in Nonprofit Organizations
Keywords:
corporate culture, employee well-being, nonprofit organizations, organizational climate, value alignment, qualitative research, Tehran, psychological safetyAbstract
This study aimed to explore how corporate culture influences employee well-being in nonprofit organizations operating in Tehran, focusing
on the interplay of organizational climate, value alignment, and psychosocial support. A qualitative research design was employed using
semi-structured, in-depth interviews to collect data from 21 employees working in various nonprofit organizations in Tehran. Participants were
selected through purposive sampling to ensure rich, relevant perspectives, and interviews continued until theoretical saturation was reached.
Each interview lasted between 45 and 70 minutes and was transcribed verbatim. Thematic analysis was conducted using Braun and Clarke’s
framework, supported by NVivo 12 software for systematic coding and theme development. Three major themes emerged: (1) Organizational
Climate, including leadership style, communication norms, job autonomy, recognition, and team dynamics; (2) Value Alignment and Purpose,
involving mission congruence, ethical integrity, and the role of volunteer culture; and (3) Psychosocial Well-Being at Work, highlighting
emotional exhaustion, psychological safety, and access to mental health resources. Employees who experienced inclusive leadership,
transparent communication, and alignment with organizational values reported higher well-being, while those in bureaucratic or ethically
inconsistent environments described emotional distress, burnout, and disengagement. Tensions between paid staff and volunteers also
emerged as a unique cultural challenge in the nonprofit sector. The study highlights the pivotal role of organizational culture in shaping
employee well-being within nonprofit settings. Supportive leadership, value congruence, recognition, and psychosocial resources are critical
levers for improving mental health and engagement. These findings underscore the need for culturally responsive leadership practices and
well-being strategies that align with the mission-driven ethos of nonprofit organizations.
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