Moderation and Mediation Effects of Organizational Culture: A Systematic Review for Higher Education Institutions in India

The purpose of this study is to overview the moderating and mediating effects of ‘Organizational Culture’ across countries in the context of western, Asian and African culture related to higher education institutes. This paper examines the indirect effects of Organizational Culture and proposed a base for the empirical study on the basis of conceptual ground. Though this study follows the method of exploring comprehensive literature survey and vindicates the selective mediation and moderation effects of Organizational Culture in various industries.; the findings of this study revealed that the direct relationship between independent variables and Dependent Variables have been practiced by various Practioners; neglecting the aspect of indirect effects of Organizational Culture in Higher Education Sector nationally as well as internationally despite the fact, the mediation and moderation effects of Organizational Culture has been consistently studying in different sectors. Relatively the indirect effects such as Justice Perception, Leadership Competencies, Strategic Improvisation, Justice and Charismatic leadership have been identified as independent factors in Higher Education Sector and Organizational Citizenship Behavior, Job Role performance, HEIs performance, Leader member exchange and Job satisfaction have been identified casually as dependent factors in Higher educational institutions. The conceptual prospective model will enlighten a theoretical structure which shed light for the future scholars to opt the study and to explore the connected variables through mediation and moderation effects in Higher education sector, subsequently leading to promote in developing world class institutions. Apparently, it is highly important for all the stakeholders to extend the study on HEIs which will ultimately drive into a well-developed education structure for the next decades.