<P> The most widely reported effect of culture on performance is that strong cultures result in high performance . The three reasons for this are goal alignment, motivation, and the resulting structure provided . Goal alignment is driven by the proposed unified voice that drives employees in the same direction . Motivation comes from the strength of values and principles in such a culture . And structure is provided by these same attributes which obviate the need for formal controls that could stifle employees . There are questions that concern researchers about causality and the veracity of the driving voice of a strong culture . </P> <Dl> <Dt> Strategic Appropriateness </Dt> </Dl> <P> A strategically appropriate culture motivates due to the direct support for performance in the market and industry: "The better the fit, the better the performance; the poorer the fit, the poorer the performance," state Kotter & Heskett . There is an appeal to the idea that cultures are designed around the operations conditions a firm encounters although an outstanding issue is the question of adapting culture to changes in the environment . </P> <Dl> <Dt> Adaptability </Dt> </Dl>

What term is used to describe stress that motivates an individual to do his or her best