Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia
This study examined the relationship between corporate culture, leadership style, and performance in Malaysia. This research also investigated the corporate culture and leadership style in local and foreign organizations. Organizational culture was measured by using the Competing Values Framewor...
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2003
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my-upm-ir.81792023-12-18T02:31:15Z Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia 2003 Jaharuddin, Nor Siah This study examined the relationship between corporate culture, leadership style, and performance in Malaysia. This research also investigated the corporate culture and leadership style in local and foreign organizations. Organizational culture was measured by using the Competing Values Framework (Quinn and Rohrbaugh, 1983; Cameron and Quinn, 1999), leadership style was measured by using the model developed by Javidan & Dastmalchian {1993} and Dastmalchian (2000), while performance was measured in terms of profitability. A total of 1 34 companies, comprising of 60 foreign companies and 74 local companies participated in the study. The Chi-square tests, Pearson correlation, and cross tabulation tests analysis were carried out to measure the significant association between the variables. The findings showed that local companies tend to have a hierarchical culture, while foreign companies tend to have a clan and result-oriented culture. As for the leadership style, the results showed the similarity of both local and foreign companies in practicing an auditor style of leadership. Cross-tabulation results also revealed that there is an association between organizational culture and leadership style in foreign organizations but no association was found in local organizations. With regards to the relationship between organizational culture and performance, it was found that there is no association between them in foreign or local companies due to other influencing external factors. In addition, no significant relationship was found between leadership style and performance in foreign or local companies. Corporate culture - Malaysia Organizational behaviour - Malaysia 2003 Thesis http://psasir.upm.edu.my/id/eprint/8179/ http://psasir.upm.edu.my/id/eprint/8179/1/GSM_2003_9_IR.pdf text en public masters Universiti Putra Malaysia Corporate culture - Malaysia Organizational behaviour - Malaysia Graduate School of Management English |
| institution |
Universiti Putra Malaysia |
| collection |
PSAS Institutional Repository |
| language |
English English |
| topic |
Corporate culture - Malaysia Organizational behaviour - Malaysia |
| spellingShingle |
Corporate culture - Malaysia Organizational behaviour - Malaysia Jaharuddin, Nor Siah Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| description |
This study examined the relationship between corporate culture,
leadership style, and performance in Malaysia. This research also
investigated the corporate culture and leadership style in local and foreign
organizations. Organizational culture was measured by using the
Competing Values Framework (Quinn and Rohrbaugh, 1983; Cameron
and Quinn, 1999), leadership style was measured by using the model
developed by Javidan & Dastmalchian {1993} and Dastmalchian (2000),
while performance was measured in terms of profitability. A total of 1 34
companies, comprising of 60 foreign companies and 74 local companies
participated in the study. The Chi-square tests, Pearson correlation, and
cross tabulation tests analysis were carried out to measure the significant
association between the variables. The findings showed that local
companies tend to have a hierarchical culture, while foreign companies
tend to have a clan and result-oriented culture. As for the leadership style,
the results showed the similarity of both local and foreign companies in
practicing an auditor style of leadership. Cross-tabulation results also revealed that there is an association between organizational culture and
leadership style in foreign organizations but no association was found in
local organizations. With regards to the relationship between
organizational culture and performance, it was found that there is no
association between them in foreign or local companies due to other
influencing external factors. In addition, no significant relationship was
found between leadership style and performance in foreign or local
companies. |
| format |
Thesis |
| qualification_level |
Master's degree |
| author |
Jaharuddin, Nor Siah |
| author_facet |
Jaharuddin, Nor Siah |
| author_sort |
Jaharuddin, Nor Siah |
| title |
Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| title_short |
Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| title_full |
Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| title_fullStr |
Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| title_full_unstemmed |
Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia |
| title_sort |
corporate culture, leadership style, and performance of foreign and local organizations in malaysia |
| granting_institution |
Universiti Putra Malaysia |
| granting_department |
Graduate School of Management |
| publishDate |
2003 |
| url |
http://psasir.upm.edu.my/id/eprint/8179/1/GSM_2003_9_IR.pdf |
| _version_ |
1794018725405392896 |