Diagnosing Organizational Culture for SME Performance

Tidor, Adriana; Gelmereanu, Cristian; Baru, Paul; Morar, Liviu

doi:10.1016/s2212-5671(12)00218-3

Cited by 17 publications

(15 citation statements)

References 5 publications

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“…OC can be expressed as an outline of shared basic assumptions that was learned by a group since it resolves its complications of internal incorporation and external acclimatization, that has functioned well enough to be considered valid and consequently, to be imparted to new members as the correct way to think, feel and perceive in perspective to those complications (Tidor et al, 2012;Hoque et al, 2016;Schein, 2004). OC is an enduring set of beliefs, values, and assumptions that portrayed organizations as well as their associates (Cameron & Quinn, 2006).…”

Section: Organizational Culture (Oc)mentioning

confidence: 99%

“…Thus, OC is deemed to be the mode of life of a firm which distinguish it from its comparable firm. SMEs have a more organic culture than big organizations (Tidor et al, 2012). Generally, SME is smaller in size and small number of people are typically united under common beliefs and values under the head of SME hence, it is comparatively easy for SME to regulate the organizational culture for betterment of SME performance than the large organizations.…”

Section: Organizational Culture (Oc)mentioning

confidence: 99%

“…But the most affected sector was the SME sector. Hence, to avoid future problems and to gain better SME performance, organizational culture must be diagnosed and the change must begin with it (Tidor et al, 2012).…”

Section: Organizational Culture (Oc)mentioning

confidence: 99%

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The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

Hoque¹

2018

10.5267/j.ijdns

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This study explores the role of organizational culture (OC) in the relationship between entrepreneurial orientation (EO) and Bangladeshi small and medium enterprises (SMEs) performance. Their relationship obtains a substantial scholarly attention, however very few empirical studies have been conducted among Bangladeshi SMEs. Generally, SMEs contribute to the economy through employment generation, poverty reduction, innovation, social cohesion, and so on, which in turn contribute to the growth domestic product (GDP) of Bangladesh. Hence, SMEs are considered as a key reactor of economic growth in Bangladesh. Grounded on the literature and theoretical fact, a model was developed and intended to examine this relationship. A quantitative survey technique was exercised and the data were collected from the randomly selected 384 owners of SMEs in Dhaka-Bangladesh. The data were analyzed by using SEM-AMOS. Based on the statistical results, EO and OC were significantly related to SME performance and OC was found to mediate the relationship between EO and SME performance. This study will help entrepreneurs as well as policy makers make better decisions for maximizing SME performance through improving OC in the competitive global economy.

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Section: Organizational Culture (Oc)mentioning

confidence: 99%

Section: Organizational Culture (Oc)mentioning

confidence: 99%

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The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

Hoque¹

2018

10.5267/j.ijdns

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“…Such attitudes as teamwork and empowerment have been Furthermore, Tidor et al (2012) stressed in her study, Diagnosing Organizational Culture for SME Performance, organizational culture is the most important component of the organization. It is imperative to know the elements of organizational culture so that we can use the strengths for competitive advantage.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessment of Organizational Culture in the Selected Travel Agencies in the Sultanate of Oman

Pineda

Maderazo

2018

International Journal of Asian Social Science

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Article HistoryThe researchers conducted this study to investigate and assess how well the current organization culture in selected travel agencies in the Sultanate of Oman generates employee works. More specifically it aimed to find out which aspects of the organization culture functions well, and which aspects could be further developed and improved towards a strong organization culture. The empirical part of the thesis was conducted by using a quantitative research method. The data was gathered with the help of questionnaires and interviews. The research results revealed how selected travel agencies in the Sultanate of Oman can develop their organization culture by including the employees in the decision making process. The research supports the assumption that a well-developed and functional organization culture can increase employee motivation and satisfaction. For improving the organization culture, the researchers suggested that the employees should be included in the decision making processes and development. And also suggestion of objectives should be based on common goals of organization culture and motivation of employees with rewards systems that will help the organization encourage the employees to enhance their performance.Contribution/ Originality: This study contributes in the existing literature in the field of business. It supports the idea that strong culture increase employee motivation thus, increasing productivity. The scientific documentation which leads to the output of this study serves as guide not only among the travel agencies but also to different organizations.

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“…An organizational culture analysis is a complex analysis and expected to promote company performance and competitive advantage (Adriana et al, 2012). Yazdani (2013) in his study stated that organizational culture is motivation which successfully creates resources of competitive advantage (Lado and Wilson, 1994).…”

Section: Perception Of Correlation Between Organizational Culture Commentioning

confidence: 99%

Manufacturing Strategy and Competitive Advantage: A Mediating role of Organizational Culture (A Case Study of Small Industry Batik Trusmi Indonesia)

Jumhur

Mahmood

Muchdie

2017

American Journal of Applied Sciences

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The effect of manufacturing strategy and competitive advantage has empirically resulted varied studies with regards to industry or service sectors as object of the study. Manufacturing strategy on one side directly affects competitive advantage in addition to giving an effect to competitive advantage mediated by organizational culture variable on the other side. Regarding this condition, this study aims to investigate the effect of organizational culture mediation toward the correlation between manufacturing strategy and competitive advantage in small industry batik Trusmi. 200 batik makers located in Trusmi, Cirebon, Indonesia were selected as respondents of the study. They consisted of 131 males and 69 females dominantly age 41 to 60. Correlation and regression analysis were employed as methods of the study. It can be concluded based on the regression test on manufacturing strategy and competitive advantage variables and on the presence of organizational culture as mediator variable that there is a significant correlation between manufacturing strategy and mediator variables (organizational culture) and competitive advantage variable altogether. It shows that there is no a direct effect of manufacturing strategy variable toward competitive advantage variable.

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Diagnosing Organizational Culture for SME Performance

Cited by 17 publications

References 5 publications

The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

The effect of entrepreneurial orientation on Bangladeshi SME performance: Role of organizational culture

Assessment of Organizational Culture in the Selected Travel Agencies in the Sultanate of Oman

Manufacturing Strategy and Competitive Advantage: A Mediating role of Organizational Culture (A Case Study of Small Industry Batik Trusmi Indonesia)

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