To read the full version of this content please select one of the options below:

The cultural value of resilience: the Singapore case study

Patrick Low Kim Cheng (Kazakhstan Institute of Management, Economics and Strategic Research (KIMEP), Almaty, Kazakhstan)

Cross Cultural Management: An International Journal

ISSN: 1352-7606

Article publication date: 8 May 2007



The purpose of this paper is to highlight that Singaporeans are adopting the value of continuous effort and being resilient. Several explanations are put forth on why Singaporeans are resilient. That being the case, Singapore companies can also be said to be resilient.


Interviewing method.


Influenced by its geography, history and the value of achievement, Singaporeans and Singapore Companies are adopting “continuous effort” and “are being resilient” as the value they work and live by. Goal‐oriented, they do their homework, plan their work before plunging and work their plan.

Research limitations/implications

Limitation: time and costs constraints, otherwise more interviewing sessions could have been held. Future research, if a budget permits, can employ more inteviewers.

Practical implications

Being resilient is an advantage, it can also lead to strengthen the Republic's economy. In business, being resilient is vital since it gives the people the necessary fighting power. However, it is said that any culture is dynamic, and events may change perceptions and values, and hence, a highlight on whether Singaporeans are, in fact, “becoming softer” is also discussed.


The article provides a new/continuing perspective on cultural value of resilience in Singapore.



Low Kim Cheng, P. (2007), "The cultural value of resilience: the Singapore case study", Cross Cultural Management: An International Journal, Vol. 14 No. 2, pp. 136-149.



Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited