The core objective of the study
The core objective of the present study was to present an exhaustive analysis of the organisational cultures adopted by selected companies in the UK's retail segment and their impact on the successful management (sustainability) of the businesses.
Proposed solutions to challenges
In addition, the study also proposed feasible solutions to the challenges associated with uncoordinated organisational cultures.
Exploration of organisational cultures
The association between organisational cultures was explored based on the competitive value framework, Hatch and Schein's organisational cultural models. The employment of the three models enabled the researcher to derive useful insights regarding the mechanisms through which the cultures impacted business processes.
Case study analysis of Tesco
The case study analysis concerning successful management of the two companies based on the annual reports indicated that financial impropriety had an impact on the fiscal performance of Tesco. For instance, in 2014, the financial scandal at Tesco was exposed, in the same year the company recorded a decline in net income and earnings per share.
Case study analysis of Next PLC
In contrast, Next PLC was not associated with any financial malpractices, and its financial performance was commendable. Therefore, the adhocracy culture was superior compared to the market culture. The former had enabled Next PLC to remain competitive and innovative in an increasingly volatile market.
