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Organizational culture and sustainable competitive advantage in manufacturing companies in Bahrain

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dc.citedby2
dc.contributor.authorAlmuslamani H.A.en_US
dc.contributor.authorDaud S.en_US
dc.contributor.authorid57196409474en_US
dc.contributor.authorid13906794000en_US
dc.date.accessioned2023-05-29T06:52:44Z
dc.date.available2023-05-29T06:52:44Z
dc.date.issued2018
dc.description.abstractThis 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.en_US
dc.description.natureFinalen_US
dc.identifier.doi10.18576/amis/120218
dc.identifier.epage440
dc.identifier.issue2
dc.identifier.scopus2-s2.0-85043766448
dc.identifier.spage431
dc.identifier.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85043766448&doi=10.18576%2famis%2f120218&partnerID=40&md5=8d7cad1e2f002d31fc2ae738bb747d23
dc.identifier.urihttps://irepository.uniten.edu.my/handle/123456789/23882
dc.identifier.volume12
dc.publisherNatural Sciences Publishing USAen_US
dc.sourceScopus
dc.sourcetitleApplied Mathematics and Information Sciences
dc.titleOrganizational culture and sustainable competitive advantage in manufacturing companies in Bahrainen_US
dc.typeArticleen_US
dspace.entity.typePublication
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