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Nowadays, enterprises can gain and sustain a competitive advantage in hypercompetitive environments for only a limited period of time. In order to be able to do that, enterprises must be dynamic. Even though – several authors suggest a positive association between organisational culture and the enterprise’s dynamic – we are still lacking the empirical support for such assertion. Therefore, we empirically tested the association between the type and strength of culture and the level of enterprises’ dynamics. Since organisational culture and the enterprises’ dynamics are both a complex phenomenon, we applied a case study approach combined with quantitative methods. The research indicates that the adhocracy culture type positively influences the level of enterprises’ dynamics. Regarding the strength of culture, our research results show that positive effects of strong culture exceed the eventual negative effects of such culture and positively influence the level of enterprises’ dynamics.

Enterprise culture is judged by many acknowledged scientists and researchers now as a major determinant of any enterprise’s success. The present article shows the research cognitions on the impact of enterprise culture to the success of the enterprises observed. It investigates the impact of customer and employee oriented enterprise culture on market and financial performance of the enterprise. Results suggest that enterprises, which are more customer (externally) oriented, show better market performance as well as better financial performance. The cognitions also show that more employee (internally) oriented enterprises, show positive impact to their market as well as to their financial performance.