Organisational inertia: contrasting results in Australia and South Africa

Abstract

This study investigates the similarities of scores on the Organisational Inertia Survey in executive samples in Australia and South Africa. The study builds on previous research on the metric qualities of the Organisational Inertia Survey and problems associated with assuming cross-cultural equivalence of measuring instruments. The sample for this study included a SA sample of 617 executives from different companies and 340 Australian executives from the Australian Institute of Management who participated in an Australian survey. The results show that a two-factor structure with a high internal consistency was extracted in the combined sample. The conclusion from further analyses is that significant differences exist in the obtained Organisational Inertia scores between Australian and South African examples and between male and female respondents.