Books and journals Case studies Expert Briefings Open Access
Advanced search

Search results

1 – 2 of 2
To view the access options for this content please click here
Article
Publication date: 1 December 2002

The tropical fish problem revisited: a Malaysian perspective

Ridhwan Fontaine, Stanley Richardson and Yeap Peik Foong

This article revisits cross‐cultural management in Malaysia by challenging some fundamental assumptions. Most models of culture, such as Hofstede’s, assume that a country…

HTML
PDF (113 KB)

Abstract

This article revisits cross‐cultural management in Malaysia by challenging some fundamental assumptions. Most models of culture, such as Hofstede’s, assume that a country is reasonably homogeneous to make an analysis meaningful. We argue, conceptually and by providing empirical data that Malaysia is not a homogeneous country, and therefore Hofstede’s model is not suitable in Malaysia. Although this article deals with Malaysia specifically, there are a number of countries where Hofstede’s assumption might not work. In this context, we use Malaysia as an exemplar. We conclude that a better alternative is the model of Schwartz.

Details

Cross Cultural Management: An International Journal, vol. 9 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/13527600210797497
ISSN: 1352-7606

Keywords

  • Malaysia

To view the access options for this content please click here
Article
Publication date: 30 July 2008

The perceptions of Malaysians in a Japanese company

Yeap Peik Foong and Stanley Richardson

The aim of this paper is to investigate the perceptions of Malaysian employees of ABC MSC (a Japanese company in Malaysia) in order to recommend changes in management practices.

HTML
PDF (168 KB)

Abstract

Purpose

The aim of this paper is to investigate the perceptions of Malaysian employees of ABC MSC (a Japanese company in Malaysia) in order to recommend changes in management practices.

Design/methodology/approach

Fieldwork was conducted using participant observation and interviews. Participant observation was conducted to investigate the flow of information, the implementation of decisions made by the top Japanese managers, problem resolution, and the reaction of the local staff to management practices. The interviews highlighted communication problems which have existed between the Japanese CEO and the local telecommunications companies since the company started operations in 1997.

Findings

Even thought the company is backed by a financially strong parent company in Japan and has a lot of growth potential, this potential remains partially untapped due to management strategies of the company headquarters.

Research limitations/implications

Japan remains an important Foreign Direct Investment country in Malaysia. The perceptions of employees of Japanese companies in Malaysia are worth investigating since changes of management strategies in the home country affect the direction and operations of the overseas subsidiaries. Further research should be carried out in other Japanese companies in Malaysia.

Practical implications

Suggestions to improve the management strategies are discussed.

Originality/value

It is believed that no other Japanese company in Malaysia has been investigated in this way before. This paper's findings should be useful to many expatriate managers in Malaysia.

Details

Cross Cultural Management: An International Journal, vol. 15 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/13527600810892521
ISSN: 1352-7606

Keywords

  • Japan
  • Malaysia
  • Employee attitudes
  • International business
  • Expatriates
  • Corporate strategy

Access
Only content I have access to
Only Open Access
Year
  • All dates (2)
Content type
  • Article (2)
1 – 2 of 2
Emerald Publishing
  • Opens in new window
  • Opens in new window
  • Opens in new window
  • Opens in new window
© 2021 Emerald Publishing Limited

Services

  • Authors Opens in new window
  • Editors Opens in new window
  • Librarians Opens in new window
  • Researchers Opens in new window
  • Reviewers Opens in new window

About

  • About Emerald Opens in new window
  • Working for Emerald Opens in new window
  • Contact us Opens in new window
  • Publication sitemap

Policies and information

  • Privacy notice
  • Site policies
  • Modern Slavery Act Opens in new window
  • Chair of Trustees governance statement Opens in new window
  • COVID-19 policy Opens in new window
Manage cookies

We’re listening — tell us what you think

  • Something didn’t work…

    Report bugs here

  • All feedback is valuable

    Please share your general feedback

  • Member of Emerald Engage?

    You can join in the discussion by joining the community or logging in here.
    You can also find out more about Emerald Engage.

Join us on our journey

  • Platform update page

    Visit emeraldpublishing.com/platformupdate to discover the latest news and updates

  • Questions & More Information

    Answers to the most commonly asked questions here