The Impact of Cultural Change on Organizational Performance: The Case of Tanzania Breweries Limited
type: CreativeWork
description: The aim of this study was to examine the extent to which organization’s cultural change impacts on overall organization performance with specific reference to Tanzania Breweries Limited. Specifically the study were aimed to find out the extent to which the competitive behaviour adopted after Joint Venture leads to improved performance, to find out the extent to which training after Joint Venture leads to increased performance and to find out the extent to which the adjusted organization structure leads to improved performance. The study was conducted at TBL in Dar-es-salaam. The studies employed a sample of 100 TBL staff and distributors. The study used case study design to obtain the necessaries and required data. Moreover, probability and non-probability were employed. The findings revealed that organization change was impacted positively because foreign partners invested in Technology and Human resource development in the acquired organization to turn around and produce the much desirable consequences. The evidence suggests that the implementation of the Tanzanian privatization policies which come due to the merging of TBL and SABMiller in a Joint Venture had a positive impact on the performance and competitive behaviour of the Company. The structural changes implemented facilitated the increase in productivity and efficiencies by outsourcing non-core activities: Furthermore, the findings of the study reveal that workers development, trainings where equipped them with skills to manage changes and operating on a team structure lead to lower production costs
abstract: The aim of this study was to examine the extent to which organization’s cultural change impacts on overall organization performance with specific reference to Tanzania Breweries Limited. Specifically the study were aimed to find out the extent to which the competitive behaviour adopted after Joint Venture leads to improved performance, to find out the extent to which training after Joint Venture leads to increased performance and to find out the extent to which the adjusted organization structure leads to improved performance. The study was conducted at TBL in Dar-es-salaam. The studies employed a sample of 100 TBL staff and distributors. The study used case study design to obtain the necessaries and required data. Moreover, probability and non-probability were employed. The findings revealed that organization change was impacted positively because foreign partners invested in Technology and Human resource development in the acquired organization to turn around and produce the much desirable consequences. The evidence suggests that the implementation of the Tanzanian privatization policies which come due to the merging of TBL and SABMiller in a Joint Venture had a positive impact on the performance and competitive behaviour of the Company. The structural changes implemented facilitated the increase in productivity and efficiencies by outsourcing non-core activities: Furthermore, the findings of the study reveal that workers development, trainings where equipped them with skills to manage changes and operating on a team structure lead to lower production costs
author: Kambi, Juma Said
language: en
keywords: 390 Customs, etiquette, folklore
date published: 2011
date modified: 2026-07-24T03:39:56Z
provider: Open University of Tanzania
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: The Open University of Tanzania