Structural analysis of the mission dimension of the Denison model: Evidence from a Hungarian energy corporation

The relationship between organizational culture and corporate competitiveness has become a central area of organizational research in recent decades. Using Denison's organizational culture model, this study analyzes how the mission dimension of culture manifests itself at different levels of an organization, using the example of a large Hungarian energy company, and what internal relationships can be identified between the elements of vision, strategic direction, and objectives. The empirical study is based on a large-scale (N = 4.361) questionnaire survey, which was analyzed using multivariate statistical methods. The analysis covers the presentation of the average values of the questions, comparisons by job position, and correlation and cluster analyses. Based on the results, the elements of the mission dimension form a coherent structure overall, but there are significant differences in the interpretation of strategic direction and goals along the organizational hierarchy. Elements related to leadership approach and goal tracking show weaker integration in several analyses. The study contributes to the empirical expansion of the Denison model's application in Hungary and highlights critical points in the organizational role of the mission dimension.