Location
Accra, Ghana and Virtual
Start Date
29-8-2025 11:15 AM
End Date
29-8-2025 11:45 AM
Description
The COVID-19 pandemic changed how small and medium enterprises (SMEs) operated by forcing rapid digital transformation and remote work. This created an urgent need to understand how organisational culture can support resilience and encourage innovation. This study addressed the knowledge gap regarding how a strong organisational culture can help SMEs in South Africa navigate global crises, adapt to digital demands, and sustain long-term growth. The purpose of the study was explanatory, supported by an interpretive, inductive approach, and a qualitative strategy. Through semi-structured interviews with senior managers in the South African IT sector, the research identified Clan and Adhocracy cultures as critical drivers of adaptability, collaboration, and innovation. Notably a level of hierarchy and strong leadership supported the aforementioned cultures, enabling SMEs to systematically navigate crises. The findings highlight the importance of intentional cultural development for SMEs, offering insights for practitioners and contributing to organisational culture literature.
Included in
Entrepreneurial and Small Business Operations Commons, Management Information Systems Commons
The Effects of Organisational Culture in Strengthening Resilience and Technological Innovation: A Case of SMEs in South Africa
Accra, Ghana and Virtual
The COVID-19 pandemic changed how small and medium enterprises (SMEs) operated by forcing rapid digital transformation and remote work. This created an urgent need to understand how organisational culture can support resilience and encourage innovation. This study addressed the knowledge gap regarding how a strong organisational culture can help SMEs in South Africa navigate global crises, adapt to digital demands, and sustain long-term growth. The purpose of the study was explanatory, supported by an interpretive, inductive approach, and a qualitative strategy. Through semi-structured interviews with senior managers in the South African IT sector, the research identified Clan and Adhocracy cultures as critical drivers of adaptability, collaboration, and innovation. Notably a level of hierarchy and strong leadership supported the aforementioned cultures, enabling SMEs to systematically navigate crises. The findings highlight the importance of intentional cultural development for SMEs, offering insights for practitioners and contributing to organisational culture literature.
