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.
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