Investigating the Relationship Between Types of Organizational Culture and Coaching Acceptance in Small and Medium-sized Enterprises

The adoption of coaching in organizations—particularly in small and medium-sized enterprises (SMEs)—requires an appropriate cultural context that can foster innovative and learning-oriented behaviors. This study aims to investigate the relationship between different types of organizational culture and coaching acceptance in Iranian SMEs. The theoretical framework of the research is based on Rogers' Diffusion of Innovation Theory and the Competing Values Framework of organizational culture by Cameron and Quinn. Organizational culture is examined through four types: clan, adhocracy (innovative), market, and hierarchy. The role of each type in facilitating or hindering coaching acceptance is analyzed. This research is descriptive-correlational and conducted through a survey method. The statistical population includes managers, employees, and experts from ۱۹۷ small and medium-sized enterprises operating in the manufacturing and service sectors. Data were collected using standardized questionnaires and analyzed through Pearson correlation tests and hypothesis testing. The results revealed that clan and adhocracy cultures have a significant positive correlation with coaching acceptance, whereas hierarchical and market cultures showed no significant or a negative relationship. In particular, hierarchical culture had the most negative effect, and clan culture had the most positive effect on coaching acceptance. The findings highlight that the prevailing organizational culture can play a decisive role in either supporting or resisting developmental interventions such as coaching. Accordingly, strengthening learning-oriented, participatory, and flexible cultures can pave the way for effective implementation of coaching in SMEs. This article addresses the research gap regarding the interaction between organizational culture and coaching acceptance in the context of Iranian enterprises and offers practical recommendations for human resource managers and small business development policymakers.

کلیدواژه ها:

Organizational Culture ، Coaching Acceptance ، Small and Medium-sized Enterprises (SMEs) ، Competing Values Framework ، Diffusion of Innovation Theory ، Human Resource Development