TY - CHAP
T1 - CULTURE AND BUSINESS PERFORMANCE OF MICROENTERPRISES IN THE ANCASH REGION – PERU
AU - Barrutia-Montoya, Nilda
AU - Ramirez-Asis, Elia
AU - Jaheer Mukthar, K. P.
AU - Huerta-Soto, Mercedes
AU - Concepción-Lázaro, Robert
AU - Villanueva-Calderón, Juan
N1 - Publisher Copyright:
© 2024 by Nilda Barrutia-Montoya, Elia Ramirez-Asis, K. P. Jaheer Mukthar, Mercedes Huerta-Soto, Robert Concepción-Lázaro and Juan Villanueva-Calderón Published under exclusive licence by Emerald Publishing Limited.
PY - 2024/1/29
Y1 - 2024/1/29
N2 - Many scholars and practitioners in the fields of business and management have recently published theoretical and empirical studies on the subject of business culture and its impact on its growth and effectiveness; yet, there has been a dearth of research on the topic of how organizational culture affects productivity. Moreover, there are hardly any theoretical or empirical research that examines these two concepts within the context of a micro-enterprise. This chapter uses a sample of 279 Ancash Region microenterprises to investigate the effect of local entrepreneurial culture on businesses’ overall performance. Among the four types of entrepreneurial cultures studied, only the Hierarchical culture was shown to have no effect on the degree of performance of the microenterprises. There is evidence of a significant causal relationship between the variables studied, the coefficient of determination was; business performance (r2 = 0.796), with an SRMR of 0.037, the confirmatory model is relevant within its range of accuracy, while market culture has the greatest impact on business performance.
AB - Many scholars and practitioners in the fields of business and management have recently published theoretical and empirical studies on the subject of business culture and its impact on its growth and effectiveness; yet, there has been a dearth of research on the topic of how organizational culture affects productivity. Moreover, there are hardly any theoretical or empirical research that examines these two concepts within the context of a micro-enterprise. This chapter uses a sample of 279 Ancash Region microenterprises to investigate the effect of local entrepreneurial culture on businesses’ overall performance. Among the four types of entrepreneurial cultures studied, only the Hierarchical culture was shown to have no effect on the degree of performance of the microenterprises. There is evidence of a significant causal relationship between the variables studied, the coefficient of determination was; business performance (r2 = 0.796), with an SRMR of 0.037, the confirmatory model is relevant within its range of accuracy, while market culture has the greatest impact on business performance.
KW - Adhocratic culture
KW - business performance
KW - clan culture
KW - entrepreneurial culture
KW - hierarchical culture
KW - microenterprises
UR - https://www.scopus.com/pages/publications/85182786580
U2 - 10.1108/S1479-351220240000036021
DO - 10.1108/S1479-351220240000036021
M3 - Chapter
AN - SCOPUS:85182786580
T3 - Studies in Managerial and Financial Accounting
SP - 229
EP - 239
BT - Studies in Managerial and Financial Accounting
PB - Emerald Publishing
ER -
