The Effects of Organizational Culture on Corporate Entrepreneurship Article Summary The author begins the article by accepting the fact that corporate venturing (also known as corporate entrepreneurship) has become a critical element in every organization. Established businesses are currently embracing the power of corporate entrepreneurship in an attempt to realize their goals. Positive corporate entrepreneurship has the potential to promote business performance and survival. The researcher conducted a powerful study to understand how the major dimensions proposed by Hofstede promoted or inhibited corporate entrepreneurship. As well, the researcher wanted to investigate the relationship between corporate entrepreneurship and organizational culture (Leyla 35). The major aspects of organizational culture considered during the study included uncertainty avoidance, masculinity, and power distance. Such aspects are defined under the famous Hofstede’s model. After completing the study, the author observed that such aspects of organizational culture have significant implications on the performance of every business firm (Leyla 37). The study indicated that power distance could dictate the innovative dimension of every business organization. This feature of organizational culture encourages more workers to focus on the best practices and eventually become more productive. The study indicated that masculinity affected the business processes of a company negatively. It also produced negative effects on corporate entrepreneurship. To achieve every targeted objective, companies should create new strategies founded on the positive aspects of organizational culture. These cultural dimensions should, therefore, be reconsidered to ensure the targeted organization becomes successful. Corporate entrepreneurship is something that should be supported using the most appropriate cultural dimensions. The strategic benefit of organizational culture is critical towards promoting a positive relationship between corporate entrepreneurship and the major cultural dimensions (Leyla 35). Research Method A powerful research methodology was used to conduct the study. The targeted study field was a multinational company in the automobile industry. The targeted company was based in Turkey. A study sample was identified from the company and supplied with questionnaires. The study targeted 60 respondents whereby 54 managed to return their questionnaires. The selected control variables included company age and firm size (Leyla 38). The questionnaires “used 7-point rating scales for the study” (Leyla 39). The four factors considered during the study included masculinity vs. femininity, power distance, individualism vs. collectivism, and uncertainty avoidance. Evaluation and Analysis of the Article After completing the study, the researcher observed clearly that Hofstede’s culture dimensions were closely related to corporate entrepreneurial initiatives. The article indicates that “increased levels of power distance were observed to control the law of entropy” (Leyla 42). This law is associated with the issue of disorder in an organization. The author observed that power distance was a powerful force that influenced organizational innovativeness and performance. Masculinity was observed to affect the level of busi