The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

For energy managers, finding personal meaning in the activities they are engaged in and gaining an identity in connection between energy efficiency and organizational goals is a necessary condition to mobilize passion and commitment, which in turn are fundamental to achieve organizational goals under tight budget constraints. Despite this, little is known about how municipalities, which are typical budget-constrained organizations, can enhance the empowerment of employees with roles as energy managers. This paper draws from the literature on the person–organization fit in order to adapt and test the hypothesis that multiple dimensions of organizational culture are strong predictors of perceived managerial and technical energy performance. Data from 729 questionnaire responses from energy managers of Italian municipalities show that formalization, team orientation, innovation, centralization and reward systems are the key elements that enable energy managers to act as business partners instead of task managers. Causal relations are discussed and presented along with theoretical and policy implications that can provide inspiration also to private organizations.