TY - JOUR
T1 - Cultural Orientation
T2 - its relationship with market orientaion, innovation and organisational performance
AU - Mavondo, Felix
AU - Farrell, Mark
N1 - Imported on 12 Apr 2017 - DigiTool details were: Journal title (773t) = Journal of Management History. ISSNs: 0025-1747;
PY - 2003
Y1 - 2003
N2 - The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a result, it acknowledges the multi-level impact of cultural orientation ' allowing for the building of a conceptual model, linking cultural orientation, business environment, organisational strategy, functional strategies and performance ' which is subsequently empirically tested.
AB - The relationships among organisational culture, business environment, business strategy and functional strategies are rarely investigated in a holistic perspective. This leads to reductionism in modelling and prevents the full exploration of the potentially complex relationships among cultural orientation, business strategy and functional strategies and their impact on organisational performance. This paper, based on a sample drawn from food manufacturing businesses in Zimbabwe, recognises the pervasive impact of organisational culture on organisational strategy and functional strategies. As a result, it acknowledges the multi-level impact of cultural orientation ' allowing for the building of a conceptual model, linking cultural orientation, business environment, organisational strategy, functional strategies and performance ' which is subsequently empirically tested.
U2 - 10.1108/00251740310468054
DO - 10.1108/00251740310468054
M3 - Article
SN - 0025-1747
VL - 41
SP - 241
EP - 249
JO - Management Decision
JF - Management Decision
IS - 3
ER -