Search results

1 – 10 of over 1000
Article
Publication date: 1 December 2005

Abbas J. Ali, Monle Lee, Yi‐Ching Hsieh and Krish Krishnan

Individualism collectivism measures, along with decision styles, are examined in Taiwan. About 600 questionnaires were distributed directly to employees with managerial…

4863

Abstract

Individualism collectivism measures, along with decision styles, are examined in Taiwan. About 600 questionnaires were distributed directly to employees with managerial positions in private, public, and mixed enter prises in the capital, Taipei. In general, Taiwanese were found to be more collectivist than individualistic. Participants displayed a strong preference for consultative and participative styles and determined that these two styles were the most effective in practice. Further more, participants indicated that their immediate supervisors were mostly consultative and autocratic.

Details

Cross Cultural Management: An International Journal, vol. 12 no. 4
Type: Research Article
ISSN: 1352-7606

Keywords

Article
Publication date: 1 May 1990

Abbas J. Ali and Mohammed Al‐Shakhis

Saudi managers′ responses and evaluations of the role of MNCs isreported and analysed. The research answers questions regarding thecontribution of MNCs in four areas…

Abstract

Saudi managers′ responses and evaluations of the role of MNCs is reported and analysed. The research answers questions regarding the contribution of MNCs in four areas: political, cultural, economic and technological. Results indicate the Arabian executives consider MNCs to have both positive and negative effects. MNCs′ most obvious negative impacts are on political independence and on values and consumption patterns. On the positive side, the executives recognise the crucial role of MNCs in establishing export capacity, improving productivity, and managerial skills and creation of new jobs.

Details

Leadership & Organization Development Journal, vol. 11 no. 5
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 1 June 2000

Abbas J. Ali, Manton Gibbs and Robert C. Camp

Proposes to highlight the centrality of human resources in the Ten Commandments (TCs), providing a perspective regarding their application for business organizations…

1480

Abstract

Proposes to highlight the centrality of human resources in the Ten Commandments (TCs), providing a perspective regarding their application for business organizations. Focuses on the TCs in the Abrahamic religions (Jews, Christians, Muslims) and explains how loyalty, networking and minimizing conflict aims to ensure survival and continuity. Concludes TCs are general moral principles that reflect the general orientations and directions of their respective religions and that companies should give attention to universal aspects of TCs and their qualities.

Details

International Journal of Sociology and Social Policy, vol. 20 no. 5/6
Type: Research Article
ISSN: 0144-333X

Keywords

Article
Publication date: 1 September 2005

Robert C. Moussetis, Ali Abu Rahma and George Nakos

This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic…

Abstract

This paper examined the relationships between national culture and strategic behavior in the banking industry in Jordan and U.S. The study first developed a strategic posture and secondly a cultural profile for the top management of the research domain. The strategic posture suggested the readiness for strategic response from managers. The degree of readiness was correlated with the constructed cultural profile of the managers and financial performance of the banks. The study found significant relationships between certain national cultural strategic characteristics, (risk propensity, time orientation, and openness to change, uncertainty avoidance and managerial perception of control over the environment) strategic behavior and financial performance.

Details

Competitiveness Review: An International Business Journal, vol. 15 no. 2
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 1 January 1991

Abbas J. Ali, Mohammed Al‐Shakhis and Somanathan Nataraj

Saudi and Indian managers are compared onattitudes towards work and work‐related variables.Cultural differences were found to play the mostimportant role in determining…

Abstract

Saudi and Indian managers are compared on attitudes towards work and work‐related variables. Cultural differences were found to play the most important role in determining managerial orientation. Demographic and organisational variables were less important. Managers from both nations were found to be highly committed to work. However, Indian managers showed greater commitment to work obligation and entitlement, and were more individualistic, than Saudi managers.

Details

International Journal of Manpower, vol. 12 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 February 1998

Abbas J. Ali, Abdel Aziz Taqi and Robert C. Camp

In international business, the customers' perception is vital for marketing and strategic planning. This study is designed to address the perceptions of managers in Kuwait…

Abstract

In international business, the customers' perception is vital for marketing and strategic planning. This study is designed to address the perceptions of managers in Kuwait of the national environments of Japan, Germany, and the U.S. and the prospect of global leadership for each nation. Sixty‐four major Kuwaiti firms participated. The results indicate that Japan is perceived to offer the most conducive business environment for effective global competition. In addition, participants believe that Japan will surpass the U.S. economically and technologically in the near future. Nevertheless, the results show that U.S. based firms are perceived to be more adaptable to changing world conditions and that they do a better job of attracting the best human resources than German or Japanese based firms.

Details

Competitiveness Review: An International Business Journal, vol. 8 no. 2
Type: Research Article
ISSN: 1059-5422

Article
Publication date: 1 January 1993

Abbas J. Ali and Robert C. Camp

With the end of the cold war two major developments in the world have taken place. First, regional trade pacts and alliances have taken on added value as a mechanism for…

Abstract

With the end of the cold war two major developments in the world have taken place. First, regional trade pacts and alliances have taken on added value as a mechanism for economic growth and prosperity (e.g., North America Free Trade Agreement, European Unity, etc.). Second, the patterns of competition on a worldwide basis are changing more rapidly than ever. Along with these developments, a new understanding of global leadership has emerged. Global leadership is no longer measured solely by military strength. Indeed, commitment to the military and defense industry may be a burden inconsistent with maintaining a nation's competitive position in the global marketplace. This study is designed to address the economic competitiveness of the U.S., Germany, and Japan and their leadership position in world markets.

Details

Competitiveness Review: An International Business Journal, vol. 3 no. 1
Type: Research Article
ISSN: 1059-5422

Article
Publication date: 1 March 1992

Abbas J. Ali and Dietrich L. Schaupp

Investigates managerial values as predictors of managerial decisionstyles. A multiple regression analysis indicated that existential valuesrelated positively to a…

Abstract

Investigates managerial values as predictors of managerial decision styles. A multiple regression analysis indicated that existential values related positively to a consultative decision‐making style while tribalistic values related significantly to a pseudo‐consultative decision‐making style. Furthermore, identifies value dimensions attributed to each decision‐making style.

Details

International Journal of Manpower, vol. 13 no. 3
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 1 June 1997

Abbas J. Ali and Abdulrahman Al‐Aali

In 1987, the Harvard Business Review conducted a survey of its readers regarding the U.S. performance in the world markets. The study indicated that the U.S. had a…

Abstract

In 1987, the Harvard Business Review conducted a survey of its readers regarding the U.S. performance in the world markets. The study indicated that the U.S. had a deep‐seated problem of inadequate international competitiveness (Scott, 1987). More recently, Ernst & Young/American Quality Foundation undertook an International Quality Study which examined quality practices in Canada, Germany, Japan and the U.S. (See Bowles, 1992). The study revealed that 22 per cent of U.S. business always or almost always translate customer expectations into the design of new products and service. In Germany and Japan, the figure was 40 per cent and 58 per cent respectively. The results induced, Joshua Hammond, president of the American Quality Foundation, to state that “It is clear … that quality performance has a long way to go before it reaches parity with financial performance as a matter of primary importance to America's senior executives”. What makes the situation more complex and urgent is the fact that international competition has changed the structure of global markets and the rules of the business game. Furthermore, U.S. businesses no longer command the lead in the global marketplace and new international competitors are not only aggressive and competent, but appear to give priority to customer needs and expectations. For example, many Japanese companies view customer satisfaction as a way of building loyalty, thereby generating repeat sales. In contrast, U.S. executives have often aimed not at producing customer satisfaction, but at preventing customer dissatisfaction (Bowles, 1992). Similarly, the Fortune Global 500 List (Fortune 1995) showed that three countries accounted for the majority of the top 500 firms in the world; U.S. (151 firms), Japan (149 firms), and Germany (44 firms). Nevertheless, the list indicated that more Japanese companies have made it to the top ten (from three in 1993 to six in 1994), while the number of the U.S. firms stayed the same (three) in both years.

Details

Management Research News, vol. 20 no. 6
Type: Research Article
ISSN: 0140-9174

Article
Publication date: 1 June 1993

Abbas J. Ali, Ahmed Azim and Thomas W. Falcone

Addresses the relationship between work loyalty and individualismin the USA and Canada in a study of 434 subjects from variousorganizations which participated. Results…

Abstract

Addresses the relationship between work loyalty and individualism in the USA and Canada in a study of 434 subjects from various organizations which participated. Results indicate that national identity has a minimal influence on individualism and work loyalty. Sex, however, influenced both measures. Women were found to be more individualistic and to score higher on work loyalty than male participants. In addition, a high correlation was found between work individualism and loyalty.

Details

International Journal of Manpower, vol. 14 no. 6
Type: Research Article
ISSN: 0143-7720

Keywords

1 – 10 of over 1000