Family firms and corporate culture: a case study from a Less Developed Country (LDC)
by S.K. Herath, Anushaka Herath, Athambawa Abdul Azeez
International Journal of Management and Enterprise Development (IJMED), Vol. 3, No. 3, 2006

Abstract: This paper reports on an intensive case study of an important aspect of family firms. There has been limited prior research on corporate culture, an important component of management control in family firms in developing countries. The paper attempts to understand the nature and dynamics of the corporate culture of a family-controlled tea manufacturing and exporting firm in a less developed country, Sri Lanka which can either hinder or enhance a firm's ability to respond successfully to the challenges it faces. The paper reveals the values, practices and behaviour, which created the capabilities that enabled this firm to succeed in the global market.

Online publication date: Fri, 27-Jan-2006

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management and Enterprise Development (IJMED):
Login with your Inderscience username and password:

    Username:        Password:         

Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email