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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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Main Author: Jaharuddin, Nor Siah
Format: Thesis
Language:English
English
Published: 2003
Subjects:
Corporate culture - Malaysia
Organizational behaviour - Malaysia
Online Access:http://psasir.upm.edu.my/id/eprint/8179/1/GSM_2003_9_IR.pdf
http://psasir.upm.edu.my/id/eprint/8179/
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spelling my.upm.eprints.81792023-12-18T02:31:15Z http://psasir.upm.edu.my/id/eprint/8179/ Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia 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. 2003 Thesis NonPeerReviewed text en http://psasir.upm.edu.my/id/eprint/8179/1/GSM_2003_9_IR.pdf Jaharuddin, Nor Siah (2003) Corporate Culture, Leadership Style, and Performance of Foreign and Local Organizations in Malaysia. Masters thesis, Universiti Putra Malaysia. Corporate culture - Malaysia Organizational behaviour - Malaysia English
institution Universiti Putra Malaysia
building UPM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Putra Malaysia
content_source UPM Institutional Repository
url_provider http://psasir.upm.edu.my/
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
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
publishDate 2003
url http://psasir.upm.edu.my/id/eprint/8179/1/GSM_2003_9_IR.pdf
http://psasir.upm.edu.my/id/eprint/8179/
_version_ 1787137169295409152
score 13.211869

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