Given the complexity of Iran's economic environment and the challenges associated with corporate financial decision-making, behavioral factors—particularly organizational culture—have gained increasing importance in shaping strategic corporate policies. Despite sporadic studies in the domain of financial performance, no research in the domestic literature has thus far examined the simultaneous impact of organizational culture dimensions (collaborative, controlling, competitive, and creative) on operational and investment policies of listed firms.This study adopts an innovative approach by utilizing content analysis of board of directors’ reports (2013–2023) and multivariate regression modeling. The findings reveal that the various dimensions of organizational culture have differential impacts on corporate policies. Specifically, the collaborative, controlling, and creative dimensions exhibit a significant negative effect on operational policies. These results indicate that the expansion of such cultural traits—despite theoretical expectations—has led to reduced operational effectiveness in achieving efficiency, productivity, and responsiveness to market changes, primarily due to bureaucratic complexities, reduced flexibility, and instability in organizational processes.In the domain of investment policies, only the collaborative dimension demonstrates a significant positive effect, while the controlling, competitive, and creative dimensions show no meaningful impact. Accordingly, it is recommended that managers redesign decision-making structures, reduce bureaucratic burdens, strengthen operational autonomy, and develop supportive infrastructures for innovation in order to enhance the effectiveness of organizational policies. Furthermore, regulatory bodies are encouraged to facilitate capital market regulations, promote competition, and establish mechanisms for transparency to help realize the positive influence of organizational culture on financial strategies.