Title page for ETD etd-05072010-113042


Document Type Master's Dissertation
Author Nel, Leon Jacobus
URN etd-05072010-113042
Document 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
Degree MBA
Department Gordon Institute of Business Science
Supervisor
Advisor Name Title
DR H Barnard Committee Chair
Keywords
  • competing values framework
  • organisational culture
  • competitive advantage
  • multinational corporations
  • shared values
Date 2009-11-11
Availability unrestricted
Abstract

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 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.

Please cite as follows:

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://upetd.up.ac.za/thesis/available/etd-05072010-113042/ >

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