National culture, business culture and management practices

Consequential relationships

Datos Bibliográficos

ID20501400
AutoresSuku Bhaskaran (Victoria University), Nishal Sukumaran (Melbourne School of Theology)
Año2007
Volumen14
Número1
Páginas54-67
Fecha de publicación2007-02-13
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaCross Cultural Management An International Journal (JOURNAL)
Identificadores de la revistaISSN: 1352-7606 • E-ISSN: 1758-6089
EditorialEmerald (PUBLISHER)
DOI10.1108/13527600710718831
OpenAlexW2014890840
IdiomaEN
Citas recibidas5
Referencias citadas15

Purpose This paper aims to trace the evolution of nationality‐based business organisations in Malaysia and review whether national culture, as determined by the nationality‐based work values, beliefs and orientations of the owners and managers of organisations, influences the values, orientations and practices of organisations. Design/methodology/approach In‐depth literature review and “key‐informant” surveys, based on which a structured questionnaire was developed. After pre‐testing and finalisation, questionnaires were administered by fax on 1,248 Malaysian organisations selected through systematic sampling. The survey generated 376 usable responses. After testing for non‐response bias, usable responses were subjected to common factor, reliability and canonical correlation analysis. Findings Even though there are significant differences in how business entities (delineated on the basis of the national culture of owners and managers) organise and conduct their operations, these differences cannot be attributed to the beliefs and orientations of the owners and managers of these organisations. Significant “cultural” differences are evident across organisations owned and managed by individuals of one nationality and significant “cultural” similarities are evident across organisations owned and managed by individuals of different nationalities. Many other factors such as the legal, economic and regulatory context of the organisation influence its values, orientations and practices more profoundly than the national culture of its owners and managers. Practical implications Interfacing managers should not stereotype the values, orientations and behaviours of organisations with which they interact based on knowledge about nationality‐based beliefs, behaviours and orientations of the owners and managers of organisations. Originality/value Provides a challengingly different perspective from the conclusions in some of the most authoritative studies on nationality‐based organisational beliefs and culture

Business · Geography · Nationality · Organizational culture · Originality · Political science · Public relations · Qualitative research · Social science · Sociology · Employee Performance and Management · Islamic Finance and Banking Studies · Socioeconomic Development in MENA · Marketing