Role of organisational culture in attaining organisational competitiveness

Abstract

In the few decades, a significant development in the competitiveness of professionals in all industries has been observed. In the pursuit of service excellence, improved efficiency, profitability, and competition between companies have a significant impact on the members of the organization to instill a sense of competitiveness. The challenge of remaining competitive, highly innovative and responsive to dynamic customer needs has led companies to pay particular attention to culture as a key foundation for their survival and sustainability. Therefore, leading companies pay special attention to culture as a source of competitive advantage and as a basis for employee attitudes towards innovation, leadership, management and overall performance. For these companies, culture is seen as the root for gaining competitive business advantage and the stepping stone for meeting increasing dynamic market demands both locally and globally. Organizational culture gives organizations identity and personality and is considered an asset that cannot be imitated by competitors. It is the culture that provides the fundamental framework that governs operations, systems and management practices. This paper explains how organizational culture plays an important role in achieving organizational competitiveness. This paper is based on empirical literature and scientific evidence, the paper examines cultural elements that are crucial for the competitiveness of organizations. The model emphasizes the need to identify relevant resources and competencies and integrate them into organizational culture practices in order to achieve the desired level of competitiveness.