文章基本信息

标题：Organisational Culture can be a Double-edged Sword for Firm Performance
本地全文：下载
作者：Hee Song Ng ; Daisy Mui Hung Kee
期刊名称：Research Journal of Business Management
印刷版ISSN：1819-1932
电子版ISSN：2152-0437
出版年度：2013
卷号：7
期号：1
页码：41-52
DOI：10.3923/rjbm.2013.41.52
出版社：Academic Journals Inc., USA
摘要：Researchers are split on the real functions of organisational culture. There are mainstream and critical perspectives on the concept of organisational culture. The mainstream perspective advocates that organisational culture plays a pivotal role in influencing members for achieving higher firm performance. In fact, evidence is growing that leading organisations whether from Large Scale Enterprises (LSEs) or Small and Medium Sized Enterprises (SMEs) have simultaneously emphasised customers, employees, organisational development and firm performance to sustain continued growth. On other hand, the critical perspective views organisational culture as an impediment to progress or even source of failure for organisation. Indeed organisational culture complicates change management in highly competitive business environment. As such, both established and entrepreneurial organisations need to adopt a suitable organisational culture to move forward while being mindful of the potential pitfalls of organisational culture. Taken together, organisational culture is helpful to firm performance as it can serve as a significant driver for change and high performance in the long run.