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- W2740914917 abstract "In the face of intense global competition and economic instability, the extant reality fororganisations in developing economies is to either adapt, innovate, or die! The purpose of thisproject was to empirically test the relationship between organisational culture; innovation andcreativity and organisational adaptation; and test whether innovation and creativity has animpact on the relationship between organisational culture and organisational adaptation. Thestudy also sought to explore and advance practical recommendations on how anorganisation’s innovative and creative potential can be leveraged through culture to ensureorganisational adaptation. The study proposed that the decline of the organisation under studywas due to its failure to adapt or navigate the environment. Descriptive statistics, Pearsoncorrelation and Regression analysis were used to address research questions and test thehypotheses.Survey results of ART Corporation sample showed that the dominant culture type at ARTCorporation is the Hierarchy culture with a mean score of 3.65, sd 0.43. Overall ARTCorporation has a lower organisational adaptation index with a mean score of 2.50. sd 0.92Significant relationships were found between Organisational Culture and Innovation culture(r = 0.56, p<0.00), Organisational culture and creativity and innovation (r=.32 p<0.01); theInnovation culture construct and innovation and creativity index (r = 0.67; p < 0.00,) howeveran inverse relationship was found between innovation and creativity and organisationaladaptation (r = -0.43, p <0.001). A low significant relationship was found betweenorganisational adaptation and organisational culture r =0.20, p<0.11. After controlling formediation the variance explained by organisational culture changed from 4.2% to 14.44%that is the link with organisational adaptation increased significantly (β=.38, p<0.01) thusfailing to satisfy the conditions necessary to determine mediation. Secondary analysis withspecific organisational culture dimensions produced significant correlations with thestrongest being dominant characteristics r=0.52, p<0.00. The results indicate that ARTCorporation need to focus on its organisational culture to leverage organisational adaptation.Future research should focus on exploring other intervening variable that may be possiblymediating the relationship between organisational adaptation and organisational culture." @default.
- W2740914917 created "2017-08-08" @default.
- W2740914917 creator A5053821233 @default.
- W2740914917 date "2016-01-01" @default.
- W2740914917 modified "2023-09-26" @default.
- W2740914917 title "Analysing the utility of strategic human resources management in the public sector: Case of the Civil Service Commission of Zimbabwe" @default.
- W2740914917 hasPublicationYear "2016" @default.
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