Organisational culture in the changing environment

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Please use this identifier to cite or link to this item: http://hdl.handle.net/11718/9472

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DC Field	Value	Language
dc.contributor.author	Bhatnagar, Deepti
dc.contributor.author	Bhandari, Labdhi R.
dc.date.accessioned	2010-10-08T11:19:29Z
dc.date.available	2010-10-08T11:19:29Z
dc.date.copyright	1998
dc.date.issued	1998-10-08T11:19:29Z
dc.identifier.uri	http://hdl.handle.net/11718/9472
dc.description	Vikalpa, Vol. 23, No. 1, (January-March, 1998), pp. 83 - 91	en
dc.description.abstract	In the context of rapid changes taking place in the economic and business environment in the country/ organizations need to transform themselves radically in order to seize new opportunities. Arguing that organizational culture is a crucial organizational variable that can facilitate or impede the change process/ this paper by Deepti Bhatnagar and Leena Bhandari presents results of an empirical study. The use of competing values framework showed hierarchy to be dominant and market culture to be weak in our organizations/ although there appeared to be interesting differences between the private sector/ the public sector/ and a government department. Implications of these findings are presented
dc.language.iso	en	en
dc.subject	Culture	en
dc.subject	Organization	en
dc.subject	Environment	en
dc.title	Organisational culture in the changing environment	en
dc.type	Article	en
Appears in Collections:	Journal Articles

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