The competing value framework was employed by several researchers to find the relationship between individual culture types--clan, adhocracy, hierarchy and market--on knowledge management.
The effects of organizational culture on firm performance were analysed and it was found out that in Firm A only adhocracy culture has effect on firm performance (9% of the total variation in firm performance is explained), whereas in Firm B both clan (37% of the total variation in firm performance is explained) and adhocracy culture (23% of the total variation in firm performance is explained) have effects on firm performance.
* Compliance adhocracy exists as new policies, laws and regulations evolve over time and no one can describe a holistic view of the end-to-end compliance infrastructure.