The Influence Of Adhocracy Culture On Corporate Performance: An Examination Of Hotels In Rivers State, Nigeria
Oluwaseun A. Adediran, Ph.D.
Department of Business Management, Faculty of Management, University of Lagos, Lagos, Nigeria.
Abstract
The state of a country's hospitality sector regulates the progress of its inhabitants' wellbeing and quality of life. The Nigerian hospitality industry is challenged with matters that result in deprived service delivery. Therefore, this study seeks to ascertain the result of adhocracy culture on the performance of hospitals in Rivers State, Nigeria. The study was focused on resource-based view theory. Together descriptive and explanatory research projects were used. The study targeted 20 hotels in Rivers State, Nigeria. All the hotels were comprised in the study and consequently, it was a census. The unit of observation included 10 departmental heads from each hotel. A total of 200 respondents were anticipated to contribute to the study. Structured questionnaire was used to obtain primary data. Pilot data was used to measure the questionnaire’s reliability. Frequencies, percentages, means, and standard deviation were used in descriptive statistical analysis. Inferential statistics were used to determine how variables were related. It consisted of correlation and regression analysis to assess the relationship between the independent and dependent variable. The findings of the correlation analysis found out that adhocracy culture had a positive and significant relationship with corporate performance (r=0.640, p=0.000). Further, regression output indicated that adhocracy culture had a positive and significant effect on firm performance (β=.719, p=0.000).