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Corporate culture and participation: independent constructs?

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dc.contributor.author Odendaal, A.
dc.contributor.author Roodt, G.
dc.date.accessioned 2008-10-08T07:24:38Z
dc.date.available 2008-10-08T07:24:38Z
dc.date.issued 1998
dc.identifier.citation 24(3), 14-21. en
dc.identifier.uri http://hdl.handle.net/10210/1049
dc.description.abstract The objective of this study was to determine whether participative management and corporate culture are mutually exclusive (independent) concepts. The Human Sciences Research Council (HSRC) used an organisational climate and culture questionnaire and applied it to the test sample of 2 357 personnel from a population of 23 564 people working for a paramilitary organisation. The data set of the HSRC was used for the purpose of this study. A panel of experts identified the items in the questionnaire which related to participation according to predetermined criteria and the remaining items were applicable to corporate culture. The results of the factor and item analyses indicate that participative management and corporate culture, as perceived by workers and management, were interrelated and were not independent concepts as conceptualised by the experts. en
dc.language.iso en en
dc.publisher Journal of Industrial Psychology en
dc.rights Complies with the rights as specified by the publisher: http://www.sajip.co.za/ & Copyright University of Johannesburg en
dc.subject Participative management en
dc.subject Corporate culture en
dc.subject Organisational climate en
dc.title Corporate culture and participation: independent constructs? en
dc.type Article en

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