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Organisational Inertia: Contrasting Results in Australia and South Africa

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dc.contributor.author Roodt, Gert
dc.contributor.author Kinnear, Carli
dc.contributor.author Erwee, Ronel
dc.date.accessioned 2007-11-21T08:34:31Z
dc.date.available 2007-11-21T08:34:31Z
dc.date.issued 2003
dc.identifier.citation 29(2), 1-5 en
dc.identifier.uri http://hdl.handle.net/10210/119
dc.description.abstract This study investigates the similarities of scores on the Organisational Inertia Survey in executive samples in Australia and South Africa. The study builds on previous research on the metric qualities of the Organisational Inertia Survey and problems associated with assuming cross-cultural equivalence of measuring instruments. The sample for this study included a SA sample of 617 executives from different companies and 340 Australian executives from the Australian Institute of Management who participated in an Australian survey. The results show that a twofactor structure with a high internal consistency was extracted in the combined sample. The conclusion from further analyses is that significant differences exist in the obtained Organisational Inertia scores between Australian and South African examples and between male and female respondents. en
dc.language.iso en en
dc.publisher SA Journal of Industrial Psychology en
dc.subject Organisational inertia en
dc.subject Cross-cultural equivalence en
dc.subject Organisational change en
dc.subject Organisational culture en
dc.subject Cross cultural research en
dc.title Organisational Inertia: Contrasting Results in Australia and South Africa en
dc.type Article en


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