Deciphering organisational culture: case study of a diversified conglomerate in Saudi Arabia Online publication date: Mon, 26-Sep-2022
by Salem Al-Ghamdi; Azhar Kazmi; Abdullah Al Ghamdi
J. for International Business and Entrepreneurship Development (JIBED), Vol. 14, No. 2, 2022
Abstract: Organisational culture refers to common assumption and beliefs guiding employee practices and behaviours. It is important for managers to be able to assess their organisation's culture since it is one of the most difficult subjects to address. The purpose of this study is to decipher the organisation culture of a large, diversified conglomerate based in Saudi Arabia. The theoretical framework used to decipher the organisation culture is that of Robbins et al. (2005). This study follows the work of Jaghargh et al. (2012) done in the Iranian context. A survey questionnaire sent to 180 participants elicited 97 responses. Overall, the assessment results show an overall positive culture with some dimensions showing slightly negative perception. This paper demonstrates the use of an assessment technique as an important tool for managers to understand where the organisation culture requires improvement. The paper makes some recommendations for the dimensions where organisations can make improvements.
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.
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 J. for International Business and Entrepreneurship Development (JIBED):
Login with your Inderscience username and 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 subs@inderscience.com
Our Blog 
Follow us on Twitter 
Visit us on Facebook