Please use this identifier to cite or link to this item:
http://dspace.uniten.edu.my/jspui/handle/123456789/10661| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Almuslamani, H.A. | en_US |
| dc.contributor.author | Daud, S. | en_US |
| dc.date.accessioned | 2018-11-07T08:19:20Z | - |
| dc.date.available | 2018-11-07T08:19:20Z | - |
| dc.date.issued | 2018 | - |
| dc.description.abstract | This study examines the effects of the four types of organizational culture (clan culture, adhocracy culture, market culture, and hierarchy culture) on the sustainable competitive advantage in small, medium and large-sized manufacturing companies in Bahrain. A cross-sectional survey was utilized in this study using a self-administered questionnaire to collect the data. The total number of usable questionnaires were 159 with a response rate of 75.4%. The results indicated that the three types of organizational culture - adhocracy culture, market culture, and hierarchy culture - have significant and positive effects on sustainable competitive advantage. However, the results showed that there is no definite effect regarding clan culture on sustainable competitive advantage in all types of manufacturing companies. © 2018 NSP. | |
| dc.language.iso | en | en_US |
| dc.title | Organizational culture and sustainable competitive advantage in manufacturing companies in Bahrain | en_US |
| dc.type | Article | en_US |
| dc.identifier.doi | 10.18576/amis/120218 | - |
| item.fulltext | No Fulltext | - |
| item.grantfulltext | none | - |
| Appears in Collections: | CCI Scholarly Publication | |
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