Evaluating the Concept of Organisational Culture: Power Distance Re-modification as a Tool for Public Institution Progress in Ghana

Derrick Opoku Danquah, David Amankona, Seth Adutwum Amo, Belinda Bonney


Attempts to reform the public institutions from non-performing to performing status must also prioritized organisational culture. Previous efforts have focused mostly on structural, technological, human resources needs and few others to foster change in the public institution. However, these focuses have not provided the expected results especially in the context of Ghana. Plethora of research continually establish organisational culture as a powerful tool to erupt tremendous positive reforms in the public sector primarily in enhancing performance. This current study attempts to review Hofstedes Culture model dimension of Power Distance. Based on the reviews of literature the emphasis by institutions on extremity of the power distance (high and low power distance) may have an implication on the organisation regarding communication, control, performance, innovativeness, authority and power distribution. However, the discussions proposed that public institutions should moderate the high power distance in the Ghanaian context in order to overcome this gaps which serves as threat to the effectiveness and efficiencies of the public institutions.

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