The embedded relationship between organizational culture, leadership, and flexibility: How smaller companies in Ghana leverage flexibility for competitive advantage

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper analyzes the dynamics between innovative organizational culture, leadership, and flexibility to adapt to market demands. The results from the analysis of resource-poor SMEs in Ghana reveal that organizational leadership and culture both positively drive a service company's competitive advantage. Also, market flexibility fully impacts the relationship between organizational culture and competitive advantage, with a partial impact seen on the relationship between organizational leadership and competitive advantage. Firms are advised to create flexible attitudes in their people culture, leadership, and processes, as a way of competitively adapting at low cost to market shifts and customer demands.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2021), "The embedded relationship between organizational culture, leadership, and flexibility: How smaller companies in Ghana leverage flexibility for competitive advantage", Strategic Direction, Vol. 37 No. 5, pp. 28-30. https://doi.org/10.1108/SD-03-2021-0019