Based on the competing values approach to organizational culture, this study analyzes how differences in the cultural profiles of business organizations lead to variations in organizational effectiveness. First, cluster analysis was conducted on a sample of 82 firms, yielding three organizational culture profiles that exhibited meaningful differences. The study then empirically examined what differences emerged in organizational effectiveness variables, including "workplace life satisfaction" and "organizational commitment," among firms with these distinct organizational culture profiles. The results supported the assumption of the competing values approach that an organizational culture profile capable of maintaining a dynamic balance among competing values and goals can be positively associated with organizational effectiveness. Furthermore, despite recent efforts toward organizational innovation, most sampled firms still exhibited relatively stronger "hierarchy-oriented" and "relation-oriented cultures," suggesting the need for more sustained development of "innovation-oriented" and "task-oriented cultures" to enhance organizational effectiveness.