Corporate cultures of Malaysian and foreign-owned firms and their impact on organizational performance
| dc.contributor.author | Lee, Min Ching | |
| dc.date.accessioned | 2014-07-25T07:12:50Z | |
| dc.date.available | 2014-07-25T07:12:50Z | |
| dc.date.issued | 2006 | |
| dc.description.abstract | Numerous studies on corporate culture and its impact on company performance have been conducted in Western countries but local studies in this area are limited. Moreover, Malaysian firms have different cultural values and performance levels compared to foreign firms. Given this situation, this research identifies the corporate cultural differences between Malaysian and foreign-owned firms. The second objective is to determine specific cultural traits that are related to a better organizational performance. The sample of 102 firms that make up this study came from the Northern Region of Malaysia, mainly Penang where 50 are local firms and 52 are foreign-owned firms. The independent variables that make up the cultural values are stability, clarity of strategic decision making, adaptability, systematic decision making and strength. The first hypothesis stated if there are any differences in corporate cultural traits between local and foreign-owned firms; the second one hypothesized if the corporate cultural traits of firms are related to ROS performance; the third hypothesized if the strength of corporate culture is related to ROS; the fourth one hypothesized if the corporate culture traits of firms are positively related to sales growth; the fifth one hypothesized if the strength of corporate culture is positively related to sales growth; the sixth hypothesis examined if high performing ROS firms exhibit different corporate cultural traits from low ROS firms and the last hypothesis hypothesized if high performing sales growth firms exhibit different corporate cultural traits from low sales growth firms. The results showed that hypothesis one is supported on one dimension, that the corporate culture of Malaysian firms is different from that of foreign-owned firms on the dimension of clarity of strategic decision making. Hypothesis two is also supported on one dimension, that the xi i adaptability of corporate culture is related to ROS. Hypotheses three, four and five are not supported. Hypothesis six is partially supported on three dimensions which include: high performing ROS firms show higher stability, higher clarity of strategic decision making and higher systematic decision making corporate culture. Hypothesis seven is not supported. In conclusion, it cannot be denied that there is a difference in the corporate culture values between Malaysian firms and foreign-owned firms, the value being clarity of strategic decision making. Moreover, the corporate culture traits of firms are indeed related to ROS performance and high performing ROS firms do exhibit different cultural traits from low ROS firms, the traits being stability, clarity of strategic decision making and systematic decision making. | en_US |
| dc.identifier.uri | http://hdl.handle.net/123456789/36 | |
| dc.language.iso | en | en_US |
| dc.subject | Corporate Culture Malaysia Foreign-own Firms Impact Organization Performance | en_US |
| dc.title | Corporate cultures of Malaysian and foreign-owned firms and their impact on organizational performance | en_US |
| dc.type | Thesis | en_US |
Files
License bundle
1 - 1 of 1
Loading...
- Name:
- license.txt
- Size:
- 1.71 KB
- Format:
- Item-specific license agreed upon to submission
- Description: