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The impact of strategy, leadership and culture on organisational performance: a case study of an SME

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  • Nicholas O'Regan
  • Uwe Lehmann

Abstract

This paper presents the main findings of a case study conducted in an SME manufacturing firm in the UK to determine the applicability of strategy, leadership and culture to overall corporate performance. The findings indicate that corporate strategy impacts positively on culture and organisational performance. Specifically, the findings indicate that enhanced effectiveness in communication and functional coordination are key drivers of the success of the strategy being pursued. The study also shows that leadership is a key factor in the implementation of strategic plans and a key link between the subsidiary and the holding company.

Suggested Citation

  • Nicholas O'Regan & Uwe Lehmann, 2008. "The impact of strategy, leadership and culture on organisational performance: a case study of an SME," International Journal of Process Management and Benchmarking, Inderscience Enterprises Ltd, vol. 2(4), pages 303-322.
    • Handle: RePEc:ids:ijpmbe:v:2:y:2008:i:4:p:303-322
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    Cited by:

    1. Radu OGARCA & Liviu CRACIUN & Laurentiu MIHAI, 2016. "Leadership Styles In Smes: An Exploratory Study In Romania," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(2), pages 283-298, November.
    2. Oleksandr P. Krupskyi & Yuliia Kuzmytska, 2020. "Organizational Culture and Business Strategy: Connection and Role for A Company Survival," Central European Business Review, Prague University of Economics and Business, vol. 2020(4), pages 1-26.

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