The Relationship between Environmental Management Practices and Environmental Performance: The Role of Organisational Culture Che Zuriana Muhammad Jamil *a , Husna Johari b a School of Accountancy, b School of Business Management College of Business, Universiti Utara Malaysia Abstract Nowadays, organisations and their management are working very hard to forecast and respond to ever- changing new markets and fierce competition. Due to increase in globalisation and technological advancements, the constant variable for today’s workplace is perhaps the ability to continuously evolve. Organisations must ensure that their activities do not harm or negatively impact the environment. This study investigated the effect of organisational culture on the relationship between environmental management practice and environmental performance. Organisational culture was measured using an adapted version of the Henri’s 2006 instrument which was based on a competing values perspective. Questionnaires were administered to 300 respondents (general managers/general managers) from various hotels in the Malaysian hotel industry. The hierarchical multiple regression method showed that organisational culture is not significantly related to environmental performance. However, to some extent, organisational culture has moderated the relationship between environmental management practice and environmental performance. This result implied that most of the sampled hotels in Malaysia employed a control dominant type of culture in achieving objectives. The results also showed even though hotels create an environmental culture in their activities, if people are not ready and not willing to share their knowledge toward creation of new values and beliefs, better environmental performance will not be achieved. This insignificant finding may be due to new beliefs relating to environmental issues in the Malaysian hotel industry. Keywords: environmental management practice, environmental performance, organisational culture, Malaysia 1.0 Introduction Organisations nowadays are becoming more aware of considering and embedding environmental management practices (EMP) into their operations to overcome global competition. In addition to this, uncertainties in global markets require organisations to change their structure and process to adapt to this new environment, while at the same time attempt to achieve higher levels of performance. Environmental performance (EP) cannot sustain at current levels of economic activity (Wackernagel & Rees, 1996), if organisations do not change their organisational culture. Maria (2011) proved that organisational culture and performance are closely linked, and positive culture can provide a sign of competitive advantage (Sadri & Lees, 2001). Sorensen (2002) indicated that if an organisation maintains a strong culture by demonstrating a well-integrated and effective set of specific values, belief, and behaviour, then it will perform at a higher level of productivity. * Corresponding Author: Tel: +60194135112 E-mail Address: zuriana@uum.edu.my