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Analysing the influence of privatisation on organisational culture in Isfahan Mobarakeh Steel Company

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The aim of this survey is to analyse the influence of privatisation on organisational culture in Isfahan Mobarakeh Steel Company (IMSC); also to compare the influence of privatisation on organisational culture among staff, experts, and managers of the company. The hypotheses have been examined using ten factors of organisational culture addressed in the Rabbin’s model as individual innovation, risk tolerance, orientation, uniformity and unity, management support, control, identity, reward system, conflict tolerance, and communication pattern. Statistical population of this survey includes staff, experts, and managers of IMSC and 192 staff and 60 managers have been selected as the random samples. A questionnaire has been developed containing 39 questions. Content validity of the questionnaire has been approved and reliability of data has been computed as 0.98 using Cronbach’s alpha, which is satisfactory. The hypotheses have been analysed using one sample t test and independent samples t test. Findings imply that no meaningful difference is observed between the viewpoints of staff, experts, and managers of IMSC in respect of the influence of privatisation on ten factors of organisational culture. The results also show that privatisation has moderate influence on organisational culture.

Keywords: privatisation, organisational culture, elements, productivity, Isfahan Mobarekeh Steel Company, IMSC

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