Abstract
Studies of organisational culture have shown the effect it has on the performance of organisations. The objective of this study is to identify the effect of clan, adhocratic (ad-hoc), market, and hierarchical culture on the performance of SMEs in the manufacturing and high technology sector of the city of Cali, Colombia. To meet this objective, a quantitative methodology was used with a sample composed of 142 managers. As a hypothesis, it is argued that clan, market, and ad-hoc culture generate a positive effect on performance, while hierarchical culture does not. The results show that the ad-hoc has a positive effect on performance. However, the clan has a negative effect. The hierarchical and the market do not appear to have an effect on performance. It is concluded that culture can be managed so that the organisation may improve, and which of the characteristics should be enhanced more than others.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.