The organisational culture types of South African firms
South African Journal of Economic and Management Sciences
| Field | Value | |
| Title | The organisational culture types of South African firms | |
| Creator | Struwig, F. W. Smith, E. E. | |
| Description | This article sets out to examine the organisational culture types of South African firms. A literature study revealed four common organisational culture types, namely a power, role, task and person culture. An empirical study of 3000 South African firms by means of a self-administered questionnaire, investigated which of the four organisational culture types the firms exhibit. It appears that most of the respondent firms have a task culture. This culture is one that can adapt quickly, and where influence is based on expertise rather than personal authority. This in turn indicates that most South African firms do have an organisational culture that is compatible with a changing and competitive environment. | |
| Publisher | AOSIS Publishing | |
| Date | 2000-06-30 | |
| Identifier | 10.4102/sajems.v3i2.2614 | |
| Source | South African Journal of Economic and Management Sciences; Vol 3, No 2 (2000); 320-333 2222-3436 1015-8812 | |
| Language | eng | |
| Relation |
The following web links (URLs) may trigger a file download or direct you to an alternative webpage to gain access to a publication file format of the published article:
https://sajems.org/index.php/sajems/article/view/2614/1422
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