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dc.contributor.authorMugo, M.
dc.contributor.authorMinja, D.
dc.contributor.authorNjanja, L.
dc.date.accessioned2015-07-03T12:17:30Z
dc.date.available2015-07-03T12:17:30Z
dc.date.issued2015
dc.identifier.citationEuropean Journal of Business and Management, Vol.7, No.5, 2015en_US
dc.identifier.issn2222-1905
dc.identifier.issn2222-2839
dc.identifier.urihttp://ir-library.ku.ac.ke/handle/123456789/13090
dc.descriptionResearch Articleen_US
dc.description.abstractFamily businesses exhibit one of the most fundamental characteristics of complexity theory – the interaction of three highly interdependent sub-systems. Not only are the interactions between the family, ownership, and business systems complex, but each of the systems are individually complex. Organization culture refers to shared assumptions, values and norms and is a source of sustained competitive advantage. Culture affects the decision-making process because shared beliefs and values give organizational members a consistent set of basic assumptions and preferences. Culture has been recognized as a contingent variable in the process of strategy formulation. Certain types of culture could enhance organization performance and culture is related to organization strategy particularly in the implementation of a selected strategy.en_US
dc.language.isoenen_US
dc.publisherIISTEen_US
dc.subjectFamilybusinessen_US
dc.subjectOrganizationCultureen_US
dc.subjectGrowth strategyen_US
dc.subjectManufacturingen_US
dc.titleThe Mediating Effect of Culture on Management Succession and Corporate Growth Strategy among Local Family Businesses in the Manufacturing Sector in Nairobi County, Kenyaen_US
dc.typeArticleen_US


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