Organizational Culture and Employee Engagement in Multinational Corporations: An Empirical Study Based on the OCTAPACE Framework
DOI: https://doie.org/10.10399/IJBE.2026134887
Dr. Silky Madan, Dr. Geeta Sharma, Dr. Priyanka Gandhi
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Keywords:
Organizational Culture, Employee Engagement, OCTAPACE, Multinational Companies, Human Resource Management, Workplace Culture.
Abstract:
In the contemporary knowledge-driven economy, organizational culture has emerged as a strategic determinant of employee engagement, innovation, talent retention, and organizational sustainability. Multinational corporations (MNCs), particularly those operating in highly competitive environments, increasingly recognize that a supportive and value-driven culture significantly influences employee attitudes and workplace behaviour. The present study examines the relationship between organizational culture and employee engagement among employees working in multinational companies in Delhi NCR. The study specifically investigates the influence of the OCTAPACE dimensions—Openness, Confrontation, Trust, Authenticity, Pro-action, Autonomy, Collaboration, and Experimentation—on employee engagement.
The study adopts an exploratory and descriptive research design using both primary and secondary data sources. Primary data were collected through structured questionnaires administered to employees of multinational companies in Delhi NCR. Out of 700 distributed questionnaires, 450 valid responses were used for final analysis. Statistical techniques including Pearson’s correlation and multiple regression analysis were applied using SPSS.
The findings reveal that organizational culture has a significant positive relationship with employee engagement. Among the OCTAPACE dimensions, Trust, Openness, Authenticity, Collaboration, and Autonomy emerged as the strongest predictors of employee engagement. The study contributes to the growing literature on organizational behaviour by highlighting the strategic role of organizational culture in fostering an engaged workforce. The results provide practical implications for HR managers and organizational leaders seeking to enhance employee engagement and organizational effectiveness through culture-building initiatives.