Organizational Culture Assessment of Small & Medium-Sized Enterprises

dc.contributor.author	Arshad Zaheer
dc.contributor.author	Kashif ur Rehman
dc.contributor.author	Abrar Ahmad
dc.date.accessioned	2014-08-11T09:11:21Z
dc.date.available	2014-08-11T09:11:21Z
dc.date.issued	2006-12
dc.identifier.citation	The Lahore Journal of Economics Volume 11, No.2	en_US
dc.identifier.issn	1811-5438
dc.identifier.issn	http://121.52.153.179/Volume.html
dc.identifier.uri	http://hdl.handle.net/123456789/5658
dc.description	PP.13 ;ill	en_US
dc.description.abstract	This paper is an ethnographic study defining and assessing the organizational culture exhibited by Small and Medium Enterprises (SMEs). It primarily focuses on four cultural categories: clan, adhocracy, hierarchy and market-driven. These conceptual domains have been examined by the Organizational Culture Assessment Instrument. Results from a sample of 162 SMEs in the Rawalpindi/Islamabad area indicate that SME culture lacks creativity, innovation, freedom and risk taking. SMEs are not looking to change in the future, preferring the status quo. The most important finding is that SMEs exhibit a market- oriented culture focusing on results, competition and achievements.	en_US
dc.language.iso	en	en_US
dc.publisher	© The Lahore School of Economics	en_US
dc.subject	Assessment	en_US
dc.subject	Organizational	en_US
dc.subject	Culture	en_US
dc.title	Organizational Culture Assessment of Small & Medium-Sized Enterprises	en_US
dc.type	Article	en_US