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Family firms and corporate culture: a case study from a Less Developed Country (LDC)

Author

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  • S.K. Herath
  • Anushaka Herath
  • Athambawa Abdul Azeez

Abstract

This paper reports on an intensive case study of an important aspect of family firms. There has been limited prior research on corporate culture, an important component of management control in family firms in developing countries. The paper attempts to understand the nature and dynamics of the corporate culture of a family-controlled tea manufacturing and exporting firm in a less developed country, Sri Lanka which can either hinder or enhance a firm's ability to respond successfully to the challenges it faces. The paper reveals the values, practices and behaviour, which created the capabilities that enabled this firm to succeed in the global market.

Suggested Citation

  • S.K. Herath & Anushaka Herath & Athambawa Abdul Azeez, 2006. "Family firms and corporate culture: a case study from a Less Developed Country (LDC)," International Journal of Management and Enterprise Development, Inderscience Enterprises Ltd, vol. 3(3), pages 227-243.
    • Handle: RePEc:ids:ijmede:v:3:y:2006:i:3:p:227-243
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    Cited by:

    1. Subhash C. Kundu & Sunita Rani, 2007. "Personality and Attitudes of Indian Young Female Workforce: Entrepreneurial Orientation by Education and Regions," Managing Global Transitions, University of Primorska, Faculty of Management Koper, vol. 5(3), pages 229-252.

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