Assessing the Relationship between Strategy and Organizational Culture in an Iranian Manufacturing Industry

Nawaser, Khaled; Shahmehr, Fatemeh S.; Kamel, Azadeh; Vesal, Seyed Mahdi

doi:10.5539/ass.v10n21p175

Cited by 7 publications

(4 citation statements)

References 15 publications

(7 reference statements)

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“…Furthermore, organizational culture indicated a significant positive influence on strategy implementation. This is consistent with the findings of Isaboke [16]; Nawaser, Shahmehr, Kamel and Vesaln [26]; Salamzadeh, Daraei, and Akbari [32]. The outcome of the study also shows that resource allocation has a significant positive influence on strategy implementation.…”

Section: Discussion Of Findingssupporting

confidence: 91%

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Organizational Core Issues and Strategy Implementation in Public Tertiary Institutions in Nigeria

Nnamseh¹,

Umoh²

2019

SJBMS

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This study focused on organizational core issues and strategic implementation in public tertiary institutions in Nigeria. A survey research design was adopted with mixed instruments of questionnaire and interview; primary data were gathered through the administration of 94 copies of the questionnaire instrument combined with in-depth interviews with 6 administrators of the studied organizations; purposive sampling was used for data collection. Descriptive analytical tools were used to analyze data profile. Inferential statistics, correlation analysis and multiple regression analysis were used to test research hypothesis. The results revealed that the application of strategic management by these institutions is still at its infancy. The study also revealed that organizational issues, namely leadership (Beta=.301, t=3.071, p<0.05) organizational structure (Beta=.213, t=2.766, p<0.05), organizational culture (Beta=.323, t=3.845, p<0.05) and resource allocation (Beta=.233, t=2.427, p<0.05) had significant positive influence on strategic implementation in public tertiary institutions in Nigeria. It was recommended that managements of public tertiary institutions in Nigeria should benchmark the strategic management practices of their peers in the developed economy in guiding their administration; that the capacity of administrators of these institutions be strengthened through relevant exposure and training in strategic management; that in view of the significant positive influence of organizational issues on strategic implementation, these variables should be properly managed to achieve comparative advantage.

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Section: Discussion Of Findingssupporting

confidence: 91%

“…Nawaser, Shahmehr, Kamel and Vesal [26] assessed the relationship between strategy and organizational culture in the Manufacturing Industry of Iran. The case organization was Iran-Khodro Automotive Company located in Tehran.…”

Section: Empirical Reviewmentioning

confidence: 99%

Organizational Core Issues and Strategy Implementation in Public Tertiary Institutions in Nigeria

Nnamseh¹,

Umoh²

2019

SJBMS

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“…As a result of these studies, the subject has become popular among the managers who have understood that organizational culture could affect organizations and implementation of their strategies (Lund, 2003). Organizational culture and strategy are two important factors that contribute to the growth of an organization and the continuation of its business; and for this to take place, it is important to consider the organizational culture that aids the process of strategy implementation (Nawasar, et al, 2014). Nawasar, et al (2014) has further noted that there is a gap between implementation of generic competitive strategies and the organization's culture dimension.…”

Section: Introductionmentioning

confidence: 99%

“…Organizational culture and strategy are two important factors that contribute to the growth of an organization and the continuation of its business; and for this to take place, it is important to consider the organizational culture that aids the process of strategy implementation (Nawasar, et al, 2014). Nawasar, et al (2014) has further noted that there is a gap between implementation of generic competitive strategies and the organization's culture dimension. Therefore the purpose of this paper was to investigate the effect of 2 organizational culture on strategy implementation process of Private chartered universities in Kenya.…”

Section: Introductionmentioning

confidence: 99%

Investigating the effect of organizational culture on strategy implementation process of private chartered universities in Kenya

Nderitu

Waiganjo²,

Orwa³

2020

IJRBS

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This study aimed at investigating the effect of organizational culture and strategy implementation process of Private chartered universities in Kenya. The cross-sectional survey research design was adopted and it used both quantitative and qualitative data as it seeks the effect of organizational culture on the implementation of corporate strategy. The accessible population included Registrars, Deans, Directors, Heads of Departments, academic staff, and students’ leaders. This study used both stratified random sampling and the target sample size was 198 employees. The statistical package for social sciences (SPSS) version 21 was used to analyze data. The competing values framework was adopted to identify the organizational culture types that are displayed in Private chartered universities. A multiple linear regression model was also used to derive inferential statistical indicators. Normality testing was done to compare the cumulative distribution of the data with the expected cumulative normal distribution and it bases its P value on the largest discrepancy. Two versions of Breusch-Pagan tests were conducted to test the null hypothesis on whether heteroscedasticity or homoscedasticity was present. Based on the regression analysis it was clear that the null hypothesis was rejected and the alternative hypothesis accepted. The conclusion was that Clan culture had a significant influence on the strategy implementation process of Private chartered universities in Kenya. The results established that there was a linear positive relationship between Clan culture and strategy implementation which implies that an increase in Clan culture would lead to a linear increase in Strategy implementation in Private chartered universities in Kenya.

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A Systematic Review of Leadership Styles in Organizations: Introducing the Concept of a Task-Relationship–Change Leadership Network

Dehghanan

Gheitarani

Rahimi

et al. 2021

Int. J. Innovation Technol. Management

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Despite the leadership literature involving a spread spectrum of relevant frameworks to explain leadership behaviors, there is still an ever-increasing demand for more conceptual transparency in leadership styles, characteristics, and their impacts on members and organizations. This study aims to systematically review and identify all the leadership styles and presents a leadership network of all styles based on the seven steps proposed by Scaringella and Radziwon [2018] . A total of 59 articles were consequently selected according to the protocols and then the predominant leadership styles, as well as their characteristics, were investigated and classified in terms of the three criteria namely “task”, “relationship”, and “change” and a [Formula: see text] leadership network was created covering retrogressive and passive leadership (frame 1.1), authentic and exchange-oriented leadership (frame 9.1), influential and transactional leadership (frame 1.9), transformational leadership (frame 9.9), and balanced leadership (frame 5.5). The proposed network indeed coherently covers all the leadership styles reviewed and presents a framework for shifting towards transformational leadership. This network should be viewed as a coherent entirety and all the six leadership concepts including training, behaviors, culture, competencies, succession, and evaluation need to be taken into consideration.

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Assessing the Relationship between Strategy and Organizational Culture in an Iranian Manufacturing Industry

Cited by 7 publications

References 15 publications

Organizational Core Issues and Strategy Implementation in Public Tertiary Institutions in Nigeria

Organizational Core Issues and Strategy Implementation in Public Tertiary Institutions in Nigeria

Investigating the effect of organizational culture on strategy implementation process of private chartered universities in Kenya

A Systematic Review of Leadership Styles in Organizations: Introducing the Concept of a Task-Relationship–Change Leadership Network

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