Organizational Culture and Sustainable Competitive Advantage in Manufacturing Companies in Bahrain

Authors

Hashem Ali Almuslamani, College of Graduate Studies, Universiti Tenaga Nasional, Jalan IKRAM-UNITEN, 43000 Kajang, Selangor Darul Ehsan, MalaysiaFollow
Salina Daud, College of Business Management and Accounting, Universiti Tenaga Nasional, Sultan Haji Ahmad Shah Campus, 26700 Muadzam Shah, Pahang, MalaysiaFollow

Author Country (or Countries)

Malaysia

Abstract

This study examines the effects of the four types of organizational culture (clan culture, adhocracy culture, market culture, and hierarchy culture) on the sustainable competitive advantage in small, medium and large-sized manufacturing companies in Bahrain. A cross-sectional survey was utilized in this study using a self-administered questionnaire to collect the data. The total number of usable questionnaires were 159 with a response rate of 75.4%. The results indicated that the three types of organizational culture - adhocracy culture, market culture, and hierarchy culture - have significant and positive effects on sustainable competitive advantage. However, the results showed that there is no definite effect regarding clan culture on sustainable competitive advantage in all types of manufacturing companies.

Digital Object Identifier (DOI)

http://dx.doi.org/10.18576/journal/100318

Recommended Citation

Ali Almuslamani, Hashem and Daud, Salina (2018) "Organizational Culture and Sustainable Competitive Advantage in Manufacturing Companies in Bahrain," Applied Mathematics & Information Sciences: Vol. 12: Iss. 2, Article 18.
DOI: http://dx.doi.org/10.18576/journal/100318
Available at: https://digitalcommons.aaru.edu.jo/amis/vol12/iss2/18