Investigating the influence of organisational culture on the performance of Small and Medium Enterprises (SMEs):Evidence from Nigeria

Adeyinka Oluwa and Umar Abbas Ibrahim
Additional contact information
Adeyinka Oluwa: FCA,Department of Business Administration, Nile University of Nigeria, Plot 681, Cadastral Zone C-OO, Research & Institution Area Nigeria, Airport Road, Jabi Abuja -FCT, 900001, Nigeria
Umar Abbas Ibrahim: ead of Department, Department of Business Administration, Nile University of Nigeria, Plot 681, Cadastral Zone C-OO, Research & Institution Area Nigeria, Airport Road, Jabi 900001, Abuja, Nigeria

International Journal of Research in Business and Social Science (2147-4478), 2021, vol. 10, issue 4, 485-495

Abstract: The study assessed the impact of organizational culture on the performance of Small and Medium Enterprises (SMEs) in Abuja. The questionnaire used was created based on Cameron and Quinn’s Organizational Culture Assessment Instrument (OCAI) in identifying different types of organizational culture. Using a cross-sectional survey research design, the primary data was obtained through administered structured questionnaire to one hundred and twenty-seven (127) SMEs at different sampled locations in Nigeria. Pearson Product Moment Correlation analysis was used to identify the relationship that exists between the variables and the results revealed that organizational culture measured by clan culture, market culture, adhocracy culture and Hierarchy culture variables have significant relationship of r = 0.616, 0.514, 0.604 and 0.784 respectively with performance. The study concludes that organizational culture have significant influence on the performance of Small and Medium Enterprises (SMEs) in Abuja and that Hierarchy culture is found important in promoting innovative performance than the other type of culture. The study recommendation is thus that SME owners should ensure that all new employees receive a formal briefing on the company's traditions, beliefs, vision, and strategies. They should create and print a common set of procedures and policies to promote seamless discharge of duties and responsibilities in such a way that will foster innovative performance in the work place. Key Words:SMEs, Organizational Culture, Innovative Performance, Clan Culture, Adhocracy Culture, Market Culture, Hierarchy Culture

Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations:

Downloads: (external link)
https://www.ssbfnet.com/ojs/index.php/ijrbs/article/view/1249/927 (application/pdf)
https://doi.org/10.20525/ijrbs.v10i4.1249 (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:rbs:ijbrss:v:10:y:2021:i:4:p:485-495

Access Statistics for this article

International Journal of Research in Business and Social Science (2147-4478) is currently edited by Prof.Dr.Umit Hacioglu

More articles in International Journal of Research in Business and Social Science (2147-4478) from Center for the Strategic Studies in Business and Finance Editorial Office,Baris Mah. Enver Adakan Cd. No: 5/8, Beylikduzu, Istanbul, Turkey. Contact information at EDIRC.
Bibliographic data for series maintained by Umit Hacioglu ().