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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/11529
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dc.contributor.authorSingh, Harpreet
dc.contributor.authorChallil, Gloryson R. B.
dc.date.accessioned2013-12-03T09:28:19Z
dc.date.available2013-12-03T09:28:19Z
dc.date.copyright2013-12-12
dc.date.issued2013
dc.identifier.citation3rd Biennial Conference of the Indian Academy of Management (IAM), 2013 held at IIMA during 12-14 December, 2013en_US
dc.identifier.isbn9788192080024
dc.identifier.urihttp://hdl.handle.net/11718/11529
dc.description.abstractThis paper explores a relationship between corporate culture and the performance of the firm within the context of varying environmental hostility. We collected data from 70 firms and tried to identify the impact of perceived differences between actual and desired culture on the indicators mentioned above. The results indicate that there is a moderating impact of environmental hostility on perceived cultural differences and sales growth with respect to both open systems and human resources model. Similar results however could not be established for growth in employee strength and the other two models of competing value framework.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectOrganizational Cultureen_US
dc.subjectFinancial performanceen_US
dc.subjectEnvironmental Hostilityen_US
dc.subjectCompeting Value Frameworken_US
dc.titlePerceived Differences In Culture, Environmental Hostility And Firm Performance: A Study Of Indian Organizations Using Competing Value Frameworken_US
dc.typeArticleen_US
Appears in Collections:3rd Biennial Conference of the Indian Academy of Management (IAM), 2013

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