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Tesis sobre el tema "Organisational culture"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Inat, Pedro. "Organisational culture and sub-culture /." Title page, contents and abstract only, 1994. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpsi35.pdf.

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2

Diaz, Carlos Fernando Gomez. "Chilean organisational culture." Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364111.

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3

Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation." Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.

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4

Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape." University of the Western cape, 2016. http://hdl.handle.net/11394/5554.

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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2

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5

Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.

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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers

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6

Apelt, Christina L. "Organisational change in public organisations." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.

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This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public

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7

Garcia-Lorenzo, Luica. "Cultural transitions : organisational change and its impact in culture." Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.

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This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recoll

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8

Khanyile, Dumisani. "Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4045.

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Thesis (MPhil (Information Science))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT: The thesis studies the relationship between knowledge creation and organisational culture. To do that the relations between Nonaka's enabling conditions and the four organisational culture types according to the competing value framework of Cameron and Quinn were tested in two organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s model of knowledge conversion, most seem to agree with their argument about the requisite enabling conditions for knowledge creation.

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9

Parker, Martin. "Organisational culture in context : a study of management in three organisations." Thesis, Staffordshire University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262037.

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10

Kummerow, Elizabeth H. "Towards the measurement of organisational culture /." Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09PH/09phk962.pdf.

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11

Xenikou, Athena. "Attributional theory, organisational culture and motivation." Thesis, University College London (University of London), 1995. http://discovery.ucl.ac.uk/1317967/.

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This thesis concerns the effect of attributions for failing in a creativity task and organisational culture (OC) on motivation to engage in similar tasks. In chapter one the relationship between situational attributions, attributional style (AS), and motivation is reviewed. A reformulation of Amabile's model of the social psychology of creativity is suggested on the grounds of recent developments in attributional theory. An extension of Amabile's theory is also proposed by investigating various social facilitators of creativity. In order for the proposed extension of Amabile's theory to be fur

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12

Naidoo, Dhanasagran. "Organisational culture and external quality assurance." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1467.

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Thesis (PhD (Curriculum Studies))--University of Stellenbosch, 2009.<br>ENGLISH ABSTRACT: Organisational culture and external quality assurance in higher education have both drawn significant attention to their promise of greater organisational effectiveness and efficiency and enhanced, improved higher education respectively. In recent years, these constructs have been linked by an assumption that an organisational culture that is amenable to change would be more receptive to the introduction of formal external quality‐assurance structures, systems and instruments, as these are aimed at e

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13

O'Loughlin, Bryan. "Safety culture during major organisational change." Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.

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This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the f

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14

Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.

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Thesis (MA) -- University of Stellenbosch, 2000.<br>ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is wides

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15

Vo, Hong Nga, and vohongnga@hotmail com. "Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.

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In Vietnam, together with the renovation program known as Doi moi, promulgation of resolution 49/CP in 1993 and subsequently of directive 58 CT/TW in 2000 provided the incentive and resolve to use Information Technology (IT) as a driver of economic development and social advancement. Thus, IT was designated a national strategic priority. However, despite the Government�s efforts to implement IT, uptake and use of IT in organisations have been embryonic. Existing studies implied IT implementation in Vietnamese organisations to have been influenced in part by organisational culture factors trace

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16

Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.

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Bibliography: p. 213-220.<br>Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research inves

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17

Britton, Garth Murray, and garth britton@netspeed com au. "On Reading Lines in Shifting Sands: making organisational culture relevant." The Australian National University. College of Business and Economics, 2007. http://thesis.anu.edu.au./public/adt-ANU20071105.161653.

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Despite the ubiquity of the term organisational culture in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it

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18

Wang, Tzu-Hui Clara. "Organisational citizenship behaviour : exploring enablers within organisational culture from an employment perspective." Thesis, University of Strathclyde, 2015. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24857.

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In order to cope with unexpected service challenges, it is probably inevitable that frontline employees need to exercise extra-role behaviour during service encounters. According to Organ (2006), such extra-role behaviour is described as Organisational Citizenship Behaviour (OCB). Baum (2006) and Cheung (2006) suggest that the nature of organizational culture can foster and encourage this notion of Organizational Citizenship Behaviour (OCB) within a company. However, it has been argued that organisational culture studies still remain limited in service operations (e.g. Chen et al., 2012). The

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19

Baillie, Tamara Lee. "Getting development organisations right for women : gender policy and organisational culture at AusAID /." Title page, contents and abstract only, 1998. http://web4.library.adelaide.edu.au/theses/09AR/09arb157.pdf.

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20

Phookpan, Pantharak. "An analysis of organisational culture of integrated public organisations : the case of Thailand." Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/an-analysis-of-organisational-culture-of-integrated-public-organisations-the-case-of-thailand(645829e4-8770-4789-b986-9b4165218294).html.

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The theme of the re-aggregation of public organisations has been embraced in the recent public sector reforms of some developed countries such as the UK. The re-aggregation of public organisations may benefit the government in terms of focusing its interests on policy coordination. This is an alternative way of reforming the public sector in order to increase greater outcomes and the performance of public organisations with regard to the achievement of particular policy goals. The reform inevitably affects the targeted public organisations in both tangible and intangible ways. Since organisati

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21

Bright, K. S. "Organisational culture and the management of quality." Thesis, University of Manchester, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496298.

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22

Freke, David Roy. "Email and the subversion of organisational culture." Thesis, University of Leicester, 2012. http://hdl.handle.net/2381/10807.

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Email is, in the early part of the 21st century, an integral part of organisational life. Its centrality has resulted in it being more than a mere organisational process. Rather, email represents a vehicle by which organisational culture develops. Using concepts of “email communities” and “insider-outsider social habitus” statuses, this phenomenon is explored through evocative ethnography and is found to be both benign and malign. Issues of alternative hierarchies, bullying, inclusion and exclusion emerge. These issues are characterised by a lack of awareness of the effects of their actions on

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23

林慧瑜 and Lim Fee-yee Chew. "Evolution of organisational culture: a Singapore experience." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31236716.

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24

Hayes, Nicky. "Social identity, social representations and organisational culture." Thesis, University of Huddersfield, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.303949.

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25

Brown, Robert Paul. "Organisational culture and quality improvement : a study." Thesis, University of Plymouth, 1997. http://hdl.handle.net/10026.1/2682.

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The initial direction of this research was in the application of Quality tools and techniques, within the framework of the EFQM Model for Business Excellence. Three quality improvement projects managed by the author (Cost of Quality, BPR and Benchmarking) sought to identify the key elements of a process improvement methodology. However, the completion of the three case studies led the author to review the whole approach of the research. The review led to the need to develop an understanding of the culture and the environment of an organisation as a precursor to implementing quality improvement

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26

Price, Deborah. "A bi-paradigmatic analysis of organisational culture." Thesis, University of Leicester, 2006. http://hdl.handle.net/2381/31120.

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Despite culture being a core focus of the study of organisations for over 30 years, the concept is marked by disagreement. The literature on culture tends to present a series of dualisms with each side displaying different meta-theoretical assumptions. Notwithstanding these differences the characterisations of culture are fundamentally the same. For those who view culture as corporate, culture is a shared set of values, beliefs and attitudes devise and disseminated by management. For those who view culture as organisational, culture is a more or less shared set of values, beliefs and attitudes

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27

Chew, Lim Fee-yee. "Evolution of organisational culture : a Singapore experience /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18969173.

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28

Syme, David, and n/a. "Culture and Quality Assurance : an exploration of the relationship between organisational culture and the introduction of quality assurance in small training organisations." University of Canberra. Professional & Community Education, 1999. http://erl.canberra.edu.au./public/adt-AUC20061109.115434.

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This thesis explores the impact that small training organisations expect as a result of the introduction of quality assurance. It also explores how the culture of small training organisations affects, and is affected by, quality assurance. The current requirement for small training organisations to undertake quality assurance processes represents challenges and opportunities. However, there is little information available on the relationship between organisation culture and quality assurance in small training organisations, and therefore little guidance on implementing quality assurance in suc

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29

Shaw, D. "The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014." Thesis, Cranfield University, 2016. http://dspace.lib.cranfield.ac.uk/handle/1826/10258.

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This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007 through to 2014, when it became a Bespoke Trading Entity. The factors that were examined included organisationally legitimised personal, social and geographic identity, and linguistic difference and group size. Metaphor was also used by group members to describe the relationship they had with their groups. Group size was another factor that affected group behaviour. Finally, the effects of socio-technical induction and socio-cultu

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30

Preston, Diane. "Making sense of organisational culture : the role of management development in organisational socialisation." Thesis, Lancaster University, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.316543.

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31

Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.

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For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in whi

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32

Van, Stuyvesant Meijen Jolise. "The influence of organisational culture on organisational commitment at a selected local municipality." Thesis, Rhodes University, 2008. http://hdl.handle.net/10962/d1002788.

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Since 2000, local municipalities have been through a process of transformation which amalgamated a number of smaller local municipalities into larger municipalities. The amalgamation of a number of municipalities brings together an array of people, and therefore a myriad of organisational cultures are combined. The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. A su

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33

Basahel, Sarah. "The effect of organisational culture and leadership on CRM implementation in Saudi Arabian organisations." Thesis, Brunel University, 2016. http://bura.brunel.ac.uk/handle/2438/13416.

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Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship i

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34

Dlova, Babalwa Peggy. "Influence of change on organisational culture in a private healthcare organisation of South Africa." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020855.

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The study set out to explore the influences of change on organisational culture in a private healthcare organisation of South Africa. The research was conducted at Life Healthcare, the largest private hospital group in South Africa. A survey questionnaire was constructed and used as a means of collecting data for the purpose of this study. The data was collected from a sample of 189 respondent managers using stratified probability sampling technique. Data analysis was conducted by applying descriptive and inferential statistical methods.

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35

Küppers, Tanja. "Role of organisational culture when shaping a shared service organisation into a lean system." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4431/.

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The importance of managing organisational culture for the sustainable implementation of lean systems in shared services is of increasing interest to researchers and practitioners. The current state of research demonstrates that companies have failed to establish a sustainable lean system with a virtuous continuous cycle of improvements. People and conflicting organisational cultures are conceived as the predominant reasons for lean failures. This study explains and explores the interdependencies of organisational culture and lean systems in captive shared services with regard to their potentia

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36

Chiba, Manoj Dayal. "Are national and organisational cultures isomorphic? HQ-subsidiary relations." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29463.

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Cultural differences between countries are widely acknowledged, and these differences manifest in HQ-subsidiary relations of MNCs. Central to the strategies that MNCs implement outside their home countries is the understanding of the dynamic nature of culture. While studies exist on the HQ-subsidiary relations these studies fall short in understanding the impact on individuals employed by MNCs. Thus, understanding if common differences between MNCs from different countries exist and how these manifest at the individual level may provide valuable insight into the nature of culture. 404 response

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37

Zhao, Ying. "Organisational culture : a comparison of Naspers and Tencent." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/22018.

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Thesis (MPhil)--University of Stellenbosch, 2007<br>ENGLISH ABSTRACT: Organisational culture has become a popular topic since more and more companies have joined the competition of world economy in the information era. It has also become an important method to support a company’s strategy. Products such as “hardware” no longer provide the main focus when companies strive to gain their markets. It has become accepted that culture, which plays a role as part of the company’s “software”, functions equally well as, and sometimes even more efficiently than products. The aim of this research st

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38

Khabeng, Kagiso Ivan. "Assessment of organisational culture of a business unit." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8573.

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Thesis (MBA)--University of Stellenbosch, 2010.<br>ENGLISH ABSTRACT: This research assesses the current organisational culture as well as the future preferred organisational culture of a business unit in a large information and communications technology company. In this study the researcher also assesses the management skills and competencies in comparison with the preferred future culture of the organisation. The research is based on the competing values framework of assessing organisational culture. The data was collected using the two instruments, namely the organisational culture asse

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39

Mathew, Jossy. "Organisational culture and effectiveness : a three perspective analysis." Thesis, Cardiff University, 2008. http://eprints.mdx.ac.uk/9137/.

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Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge-intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisati

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40

Reddy, Melissa. "The effect of organisational culture on strategy execution." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59757.

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The results of this study showed that there is an overall positive relationship between captive solar PV technology and economic growth. Furthermore, it was identified that finding an ideal penetration level is possible, however there are a number of constraints and variables that need to be considered when modelling the ideal penetration level. Participants mentioned a few approaches to how the ideal penetration level may be found. One approach could be to align the motivators for solar penetration, and the motivators for the need to find an ideal penetration and ensure that the one does not

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41

Kavanagh, Marie Helen. "Individual values, organisational culture, and acculturation during mergers /." [St. Lucia, Qld. : s.n.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16651.pdf.

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42

Goss-Turner, Steven. "The relationship between organisational culture and labour turnover." Thesis, University of Brighton, 2010. https://research.brighton.ac.uk/en/studentTheses/203b087b-1320-4ad3-811b-3787dd68868c.

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The concept of organisational culture has been the subject of considerable debate within the literature on corporate culture and organisational behaviour. Central to the issue is whether or not managers can create, manage and change culture in the workplace. Some commentators are clear that it is within the sphere of management control; others are equally clear that it is not; others support the idea that managers can influence the dominant culture within their organisation. Organisational culture has become closely associated with the concurrent development of the models of human resource man

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43

Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation." University of Western Australia. Graduate School of Management, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0105.

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Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation /." Connect to this title, 2004. http://theses.library.uwa.edu.au/adt-WU2005.0105.

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45

Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.

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Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific natur

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46

Suebwongpat, Im. "The Role of HRM System and Organisational Culture in Employee Engagement and Organisational Performance." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9032.

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Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems

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47

PODLESNY, PAULINE ANNA, and JENNIFER ELZE. "Overcoming intercultural communication barriers : Organisational Culture and Organisational Learning within a Swedish Textile Company." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-18004.

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This thesis attempts to discover what actions are necessary to mitigate these problems within textile companies. Theories on organisational culture, organisational learning, and international management, were addressed in relation to intercultural communication. Using an exemplifying case of one single person within Eton AB, a case study research design was conducted. The data was collected through a qualitative research strategy and method, using self-completion/self-administrative questionnaires, and analysed using grounded theory. The general result of the thesis indicates that few communic

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48

Gray, Roderic John. "Organisational climate and project success." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.

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Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/2052.

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The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries an

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50

Moffatt, Jennifer J. "Organisational culture and performance in project based organisations operating in the Australian resources and energy sector." Thesis, Queensland University of Technology, 2018. https://eprints.qut.edu.au/121425/1/Jennifer_Moffatt_Thesis.pdf.

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Minerals, metals and energy commodities are far more important to the Australian economy than they are to most other advanced economies. This study investigated the type of culture, and its link to financial performance, in organisations that deliver engineering projects in the resources and energy sector. The research used an existing organisational culture model to assess and describe the values, shared beliefs and management practices of these firms. The main contribution of this research is that it reveals a certain type of culture that exists in a unique organisational type in a notable a

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