Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia

This research employs an interpretive case study method to examine how a newly acquired organisation changes its organisational culture or institutions. The study specifically looks at how the changes brought in through a culture of highperformance, introduced by the new management of a Western mul...

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Main Author:	Abdullah, Zarifah
Format:	Thesis
Language:	English
Published:	2011
Subjects:	HF5001-6182 Business
Online Access:	http://eprints.usm.my/42859/1/ZAFIFAH_ABDULLAH.pdf
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id	my-usm-ep.42859
record_format	uketd_dc
spelling	my-usm-ep.428592019-04-12T05:26:39Z Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia 2011-01 Abdullah, Zarifah HF5001-6182 Business This research employs an interpretive case study method to examine how a newly acquired organisation changes its organisational culture or institutions. The study specifically looks at how the changes brought in through a culture of highperformance, introduced by the new management of a Western multinational, have become institutionalised and formed a new culture in the acquired organisation. Data was collected through semi-structured interviews, document reviews, informal conversations and observations in the case organisation. Van der Steen’s (2006) framework of institutional change is used to explain the data. 2011-01 Thesis http://eprints.usm.my/42859/ http://eprints.usm.my/42859/1/ZAFIFAH_ABDULLAH.pdf application/pdf en public phd doctoral Universiti Sains Malaysia Pusat Pengajian Siswazah Perniagaan
institution	Universiti Sains Malaysia
collection	USM Institutional Repository
language	English
topic	HF5001-6182 Business
spellingShingle	HF5001-6182 Business Abdullah, Zarifah Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
description	This research employs an interpretive case study method to examine how a newly acquired organisation changes its organisational culture or institutions. The study specifically looks at how the changes brought in through a culture of highperformance, introduced by the new management of a Western multinational, have become institutionalised and formed a new culture in the acquired organisation. Data was collected through semi-structured interviews, document reviews, informal conversations and observations in the case organisation. Van der Steen’s (2006) framework of institutional change is used to explain the data.
format	Thesis
qualification_name	Doctor of Philosophy (PhD.)
qualification_level	Doctorate
author	Abdullah, Zarifah
author_facet	Abdullah, Zarifah
author_sort	Abdullah, Zarifah
title	Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
title_short	Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
title_full	Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
title_fullStr	Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
title_full_unstemmed	Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
title_sort	changing management control and practices towards a high-performance culture:the case of a newly acquired organisation in malaysia
granting_institution	Universiti Sains Malaysia
granting_department	Pusat Pengajian Siswazah Perniagaan
publishDate	2011
url	http://eprints.usm.my/42859/1/ZAFIFAH_ABDULLAH.pdf
_version_	1747821115868184576

Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia

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