Document Type


Publication Date



Jannetides College of Business & Entrepreneurial Leadership


Department of Business Administration


Organizational scholars continue to expand our knowledge of the contextual forces influencing employee behavior in organizations. A notable stream in this research agenda includes organizational climate studies that describe the social processes guiding employee perceptions of their environment. These shared perceptions formulate climate constructs that have demonstrated through theorizing and empirical findings relationships with attitudinal, behavioral, and performance outcomes across multiple levels of analysis. Contemporary climate studies have focused on facet-specific climates, such as a service climate or safety climate, and have linked facet climates with the same facet related performance (e. g. safety climate predicts increased safety performance). Given these strong research programs in climate studies, it is surprising that few researchers have tested the notion of competing climates, despite several calls for such activity in recent climate reviews. The current study adopts a multiple climate perspective to address the differential performance effects given the existence of multiple, competing climates. Using Quinn & Rohrbaugh's (1981) competing values framework, this project tests the notion of climate competition via meta-analysis.