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題名 The Impact of Societal Culture on the Use of Performance Strategies in East Asia: Evidence from a comparative survey
作者 Berman, E.;Sabharwal, M.;Wang, C.-Y.;West, J.;Jing, Y.;Jan, Chung-Yuang;Liu, W.;Brillantes, A.;Chen, Chen C.-A.;Gomes, R.
詹中原
貢獻者 公行系
關鍵詞 Asia; culture; Performance; public management
日期 2013
上傳時間 21-May-2015 15:58:41 (UTC+8)
摘要 The role of societal culture affecting bureaucratic processes is often suspected and asserted, but seldom researched in comparative ways. This article provides a general framework and systematic, comparative evidence showing societal values permeating organizational practices relating to performance. This study examines effects of work ethic, group belonging, and followership in a survey of public managers in South Korea, Mainland China, Taiwan, Malaysia, India, and the United States. Results show (i) culture having foremost indirect effects on performance strategy and (ii) culture being as relevant an explanatory factor as HRM or leadership, when both direct and indirect effects of culture are considered. A key study implication is that researchers should not ignore societal culture in decisions surrounding the selection and implementation of management efforts and conditions that shape performance practice in organizations. This study contributes by providing a framework and evidence showing how culture`s effects on performance occur. © 2013 Taylor & Francis.
關聯 Public Management Review, 15(8), 1065-1089
資料類型 article
DOI http://dx.doi.org/10.1080/14719037.2013.816522
dc.contributor 公行系
dc.creator (作者) Berman, E.;Sabharwal, M.;Wang, C.-Y.;West, J.;Jing, Y.;Jan, Chung-Yuang;Liu, W.;Brillantes, A.;Chen, Chen C.-A.;Gomes, R.
dc.creator (作者) 詹中原zh_TW
dc.date (日期) 2013
dc.date.accessioned 21-May-2015 15:58:41 (UTC+8)-
dc.date.available 21-May-2015 15:58:41 (UTC+8)-
dc.date.issued (上傳時間) 21-May-2015 15:58:41 (UTC+8)-
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/75219-
dc.description.abstract (摘要) The role of societal culture affecting bureaucratic processes is often suspected and asserted, but seldom researched in comparative ways. This article provides a general framework and systematic, comparative evidence showing societal values permeating organizational practices relating to performance. This study examines effects of work ethic, group belonging, and followership in a survey of public managers in South Korea, Mainland China, Taiwan, Malaysia, India, and the United States. Results show (i) culture having foremost indirect effects on performance strategy and (ii) culture being as relevant an explanatory factor as HRM or leadership, when both direct and indirect effects of culture are considered. A key study implication is that researchers should not ignore societal culture in decisions surrounding the selection and implementation of management efforts and conditions that shape performance practice in organizations. This study contributes by providing a framework and evidence showing how culture`s effects on performance occur. © 2013 Taylor & Francis.
dc.format.extent 241680 bytes-
dc.format.mimetype application/pdf-
dc.relation (關聯) Public Management Review, 15(8), 1065-1089
dc.subject (關鍵詞) Asia; culture; Performance; public management
dc.title (題名) The Impact of Societal Culture on the Use of Performance Strategies in East Asia: Evidence from a comparative survey
dc.type (資料類型) articleen
dc.identifier.doi (DOI) 10.1080/14719037.2013.816522
dc.doi.uri (DOI) http://dx.doi.org/10.1080/14719037.2013.816522