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Organizational Culture, Innovativeness, Market Orientation and Firm Performance in South Africa: An Interdisciplinary Perspective

Organizational Culture, Innovativeness, Market Orientation and Firm Performance in South Africa:... For a sample of South African firms, this paper analyzes the relationships of firm performance and a set of organizational measures which includes organizational culture and climate, market orientation and innovativeness. These organizational measures are drawn from three different disciplines–organizational behavior, strategy and economics. The replicative study is framed in an extended model of competing organizational values which have been used in 13 countries including three transition economies (Vietnam, China and Russia). The work has also been done under a variety of conditions–for example, the US in a period of study growth, Thailand during the Asian Crisis and Hong Kong after the handover to China. Comparisons are made between South African results and those of firms from a group of five industrial countries. Market Orientation is the most important explainer of performance of the South African firms, and Innovativeness is also important. Specific elements of Organizational Culture are apparently less important in South Africa than elsewhere. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal Of African Business Taylor & Francis

Organizational Culture, Innovativeness, Market Orientation and Firm Performance in South Africa: An Interdisciplinary Perspective

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Organizational Culture, Innovativeness, Market Orientation and Firm Performance in South Africa: An Interdisciplinary Perspective

Abstract

For a sample of South African firms, this paper analyzes the relationships of firm performance and a set of organizational measures which includes organizational culture and climate, market orientation and innovativeness. These organizational measures are drawn from three different disciplines–organizational behavior, strategy and economics. The replicative study is framed in an extended model of competing organizational values which have been used in 13 countries including three...
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Publisher
Taylor & Francis
Copyright
Copyright The Haworth Press
ISSN
1522-9076
eISSN
1522-8916
DOI
10.1080/15228910802052385
Publisher site
See Article on Publisher Site

Abstract

For a sample of South African firms, this paper analyzes the relationships of firm performance and a set of organizational measures which includes organizational culture and climate, market orientation and innovativeness. These organizational measures are drawn from three different disciplines–organizational behavior, strategy and economics. The replicative study is framed in an extended model of competing organizational values which have been used in 13 countries including three transition economies (Vietnam, China and Russia). The work has also been done under a variety of conditions–for example, the US in a period of study growth, Thailand during the Asian Crisis and Hong Kong after the handover to China. Comparisons are made between South African results and those of firms from a group of five industrial countries. Market Orientation is the most important explainer of performance of the South African firms, and Innovativeness is also important. Specific elements of Organizational Culture are apparently less important in South Africa than elsewhere.

Journal

Journal Of African Business – Taylor & Francis

Published: Jun 6, 2008

Keywords: Business-to-business markets; firm performance; innovativeness; market orientation; organizational culture and climate; South Africa

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