This study investigates the differentiated influences of organizational culture on organizational effectiveness. Our argument is that a different organizational culture affects job performance according to both group-level and individual-level conditions. Quinn & McGrath (1985)`s typology of organizational culture is applied to regional agricultural cooperatives. Our empirical analyses imply that developmental culture, group culture, hierarchical culture, and rational culture affect job performance in a general condition. But the valid influence of organizational culture is varied with location, number of cooperative members, number of employees, years of employment, self-efficacy in specific conditions. The study contributes to existing research by providing an insight that it is desirable for increasing organizational effectiveness not to infuse a standardized organizational culture into all of the members but to implant a customized organizational culture targeted to each of the members.