The relationship between organisational culture and strategy formulation in South African firms

Struwig, F.W.; Smith, E.E.

doi:10.4102/sajbm.v33i1.694

Cited by 5 publications

(4 citation statements)

References 4 publications

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“…The benefits of the culture in organizations direct the organization towards goal attainment, organizational success, enhance organizational citizenship, loyalty, customer satisfaction, motivation and increase the consistency of employees' behaviour (Pressing and Loennies, 2011;Martins and Von der Ohe, 2006;Robbins, 2005;Struwig and Smith, 2002). Also, culture is able to create a unifying force that increases organizational performance and it is able to positively affect employee behavior, the financial performance of the organization and creates a competitive advantage (Ledimo, 2015;Manetje and Martins, 2009;Ivancevich et al, 2005;Werner, 2007;Mazur, 2010;Madu, 2012;Davidson, 2003 andBarney, 1991).…”

Section: Strong Versus Weak Organization Culturementioning

confidence: 99%

The impact of organization culture on competitive advantage "An empirical study of hotels and tour operators in Egypt"

Elshaer¹,

Azzaz²

2016

Journal of Association of Arab Universities for Tourism and Hos

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The aim of this paper is to analyze the impact of organizational culture (OC) on the company competitive advantage (CA). The organizational culture has received significant attention recently. The literature on the organizational culture constantly supports the idea that this culture is significant for effectiveness and performance of the organizations. Although numerous studies have been conducted to explore the relationship between the organizational culture and performance, empirical findings seem to be mixed and inconclusive. Moreover, a limited number of studies examine the relationship between OC and CA, particularly in the tourism industry, a gap this study aims to fill. Data was collected from surveying employees working in five-star hotels and in tour operators companies. The variables' reliability was analyzed by the composite reliability (CR); dimensional structure of the study variables was tested using exploratory factor analysis (EFA), CFA was employed to test the variables validity, and finally, multi-group analysis in structural equation modeling (SEM) was employed to test the causal link among the research variables. The study results and implications are discussed and justified. ………………………………………………………………………………………………………………….

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Section: Strong Versus Weak Organization Culturementioning

confidence: 99%

The impact of organization culture on competitive advantage "An empirical study of hotels and tour operators in Egypt"

Elshaer¹,

Azzaz²

2016

Journal of Association of Arab Universities for Tourism and Hos

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“…The concept organisational culture has various definitions, predominantly in the context of psychology and management theory (Struwig and Smith, 2002;Robbins, 2005;Hampden-Turner, 1990). Bagraim (2001) states that The Clute Institute there is no single universally accepted definition of the term organisational culture, hence there is a variety of definitions.…”

Section: Organisational Culturementioning

confidence: 99%

“…The benefits of culture in organisations are that it directs the organisation towards goal attainment, organisational success, enhances organisational citizenship, loyalty, customer satisfaction, motivation and it increases the consistency of employees' behaviour (Martins and Von der Ohe, 2006;Martins and Martins, 2003;Robbins, 2005;Struwig and Smith, 2002;Pressing and Loennies, 2011). Ivancevich, Konopaske and Matterson (2005) argued that culture influences employees to be good citizens and cooperate in the organisation.…”

Section: Organisational Culturementioning

confidence: 99%

Diversity Management: An Organisational Culture Audit To Determine Individual Differences

Ledimo¹

2015

JABR

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<p class="Default">The purpose of this study was to conduct an organisational culture audit to determine individual differences of employees within the South African army. A quantitative study was conducted with a random sample size n=238. The participants completed the biographical questionnaire and the Organisational Culture Inventory (OCI) which was used to measure organisational culture. Descriptive and inferential statistics were used to identify the existing culture type in this organisation and the statistically significant individual differences of the employees regarding their perception of the organisational culture. The findings of this study are valuable for organisational development practitioners and managers who are responsible to manage diversity in their organisation because it enables organisations to understand the culture of their diverse workforce and to propose relevant measures for improving employee performance using individual differences. These findings also provide opportunity for future research. This study also adds knowledge regarding organisational culture diagnosis and the nature of individual differences, especially within the South African work context.</p>

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“…Organisational culture research is concerned with the perceptions employees have of the organisation, not with whether or not they agree with such perceptions (Robbins, 1998). However, these perceptions could influence their work patterns (Struwig & Smith, 2002). In order to understand how groups of people are likely to respond in different environments and to different situations, tools have been developed to measure cultural values (Rokeach, 1973;Harrison & Stokes, 1992;Trompenaars, 1993).…”

Section: Perspectives On Organisational Culture Theorymentioning

confidence: 99%

Organisational culture at a South African food service company

Thomas

Lindsay

2003

SAJBM

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The aim of the present exploratory study was to examine whether congruence exists between the organisational culture perceived to be evident at Compass, South Africa and the strategic objectives of the company. Information from the administration of the Harrison and Stokes (1992) instrument to measure existing and preferred organisational culture orientations was obtained from a sample of 86 employees representing two employee groupings at the company. The findings indicate that a difference in perception of the existing culture is evident between the CEO and the two employee groups and that there is a lack of alignment of the culture with the strategic objective of the company. The findings further suggest that there is consensus among the employee groups about the preferred culture that would appear to support the company strategy. Recommendations with regard to developing an organisational culture to support company strategic intent relate to the development of a learning organisation and the role of leadership in driving culture change.

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The relationship between organisational culture and strategy formulation in South African firms

Cited by 5 publications

References 4 publications

The impact of organization culture on competitive advantage "An empirical study of hotels and tour operators in Egypt"

The impact of organization culture on competitive advantage "An empirical study of hotels and tour operators in Egypt"

Diversity Management: An Organisational Culture Audit To Determine Individual Differences

Organisational culture at a South African food service company

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