Abstract:
Organisational culture is one of the key pillars in building a sound relationship between transport costing and firm competitiveness in the road freight sector. However, there is scanty scholarly information on transport costs in the road freight transport sector. The primary objective of the study was to fill this research gap by developing a sustainable transport costing model for the road freight sector. The study sought to determine the influence of transport costing, organisational culture and competitiveness in the road freight sector. The study employed a positivist research philosophy and a cross-sectional descriptive survey design. A stratified random sample of 384 registered road freight companies out of 1256 registered road freight transport companies was used as a sample frame and structured questionnaires were distributed in person. Data were presented using descriptive statistics that included graphs and frequency tables. Data were analysed using correlations and inferential statistics that included structural equation modelling. Before conducting data analysis, data were validated using exploratory factor analysis, convergent validity, and discriminant validity with SPSS® version 21 and AMOS® version 21. The study revealed that external costs, operational costs, and the value of time all have a positive influence on firm competitiveness. The study revealed that organisational culture can help to mediate the relationship between transportation costs and firm competitiveness. The findings suggest that organisational culture has a significant influence on the relationship between transportation costs and firm competitiveness. The study recommends that firms in the road freight sector be advised to improve their approach to transportation costing. This means that companies should consider various cost components when managing transport costs and allocating budgets. Furthermore, policymakers in the road freight sector should ensure that their companies have a strong organisational culture that promotes two-way communication, prudent recruitment, and staff segmentation. Furthermore, the company should develop a reward and penalty policy to reward good driving, the ability to value time and punish bad driving. Furthermore, policymakers should ensure that over-aged vehicles and those that are no longer economically repairable are removed from the transportation pool and replaced with new ones to reduce frequent breakdowns, high maintenance costs, high fuel consumption, and environmental pollution.
