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Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework
Dissertation (MBA)--University of Pretoria, 2010.
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University of Pretoria
2013
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| _version_ | 1867613526012461056 |
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| access_status_str | Open Access |
| author2 | Barnard, Helena |
| author_browse | Barnard, Helena |
| author_facet | Barnard, Helena |
| collection | Thesis |
| dc_rights_str_mv | © 2009, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Dissertation (MBA)--University of Pretoria, 2010. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/24426 |
| institution | University of Pretoria (South Africa) |
| last_indexed | 2026-06-10T12:37:32.711Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2013 |
| publishDateRange | 2013 |
| publishDateSort | 2013 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/24426 Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework Barnard, Helena Leon.nel@zaf.sas.com Nel, Leon Jacobus UCTD Competing values framework Organisational culture Competitive advantage Multinational corporations (MNCs) Shared values Dissertation (MBA)--University of Pretoria, 2010. The presented dissertation reports the findings of a quantitative study on shared values of a multinational corporation across its Middle East and Sub-Saharan subsidiaries. The study is based on the Competing Values Framework (Quinn &Rohrbaugh, 1983; Cameron&Quinn, 1999) with 24 shared values superimposed upon the Competing Values Framework (McDonald&Gandz, 1992). The presented work argues that an organisation can increase its competitiveness by understanding its shared value system and by managing the organisation accordingly. In return, the organisation due to an increased competitiveness would realise a competitive advantage by understanding the shared value composition. In understanding the shared values composition one can attract and retain staff due to a greater person organisation fit, which in turn would lead to a reduction in staff turnover, skilling and training cost in return yielding a competitive advantage. The research found that there seems to be a common shift or trend in the Cape Town, Johannesburg and Middle East subsidiaries. The trend is that the subsidiaries value those shared values most that fits into the clan and market culture quadrants with some elements of the adhocracy and hierarchy cultures type resembled. The latter not being as dominant as the clan and market culture types. The Pretoria and Turkey subsidiaries regarded the values of the clan and adhocracy culture quadrants higher than those within the market and hierarchy culture quadrants. This is unexpected to a degree as the subsidiaries are across multiple nations encompassing different cultures. The subsidiaries believe in culture of collaboration and competition with the purpose of group cohesion and the pursuit of objectives. Copyright Gordon Institute of Business Science (GIBS) unrestricted 2013-09-06T17:34:20Z 2010-05-11 2013-09-06T17:34:20Z 2009-11-11 2010-05-11 2010-05-07 Dissertation Nel, LJ 2009, Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://hdl.handle.net/2263/24426 > G10/27/mh http://hdl.handle.net/2263/24426 http://upetd.up.ac.za/thesis/available/etd-05072010-113042/ © 2009, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Competing values framework Organisational culture Competitive advantage Multinational corporations (MNCs) Shared values Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title | Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title_full | Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title_fullStr | Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title_full_unstemmed | Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title_short | Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework |
| title_sort | shared values and organisational culture a source for competitive advantage a comparison between middle east africa and south africa using the competing values framework |
| topic | UCTD Competing values framework Organisational culture Competitive advantage Multinational corporations (MNCs) Shared values |
| url | http://hdl.handle.net/2263/24426 http://upetd.up.ac.za/thesis/available/etd-05072010-113042/ |