Thesis (D. Min.)--Trinity Evangelical Divinity School, 2001. / Abstract. Includes bibliographical references (leaves 160-169).

Thesis (M.S. in Information Operations)--Naval Postgraduate School, December 2009. / Thesis Advisor(s): Jansen, Erik. Second Reader: Greenshields, Brian. "December 2009." Description based on title screen as viewed on January 27, 2010. Author(s) subject terms: Evaluation, Inflation, Officer performance report, Officer evaluation system, OPR, OER, Open system, Congruence in organizations, Organizational change, Military reward systems. Includes bibliographical references (p. 83-89). Also available in print.

Thesis (Ph.D.)--Kent State University, 2008. / Title from PDF t.p. (viewed Oct. 29, 2009). Advisor: Donna S. Martsolf. Keywords: Organizational culture; Clinical pathway; Ethnography; Thailand; Conscientiousness. Includes bibliographical references (p. 133-140).

Dissertation (Ph.D.)--Auburn University, 2009. / Abstract. Includes bibliographic references (p.64-92).

A common perception in many SMEs is that the corporate culture is fuzzy and hard to manage. A common problem is that many business owners and managers in SMEs do not understand the importance of a well-functioned culture, but instead focus on the core business. Therefore, the purpose of this thesis is to examine how SMEs can strengthen and use the corporate culture as a competitive advantage. The research contains an analysis of corporate culture in four different Swedish SMEs, two small-sized and two medium-sized enterprises. In order to fulfil the purpose of this thesis a qualitative research method, through semi-structured interviews, is used. The empirical findings indicated that some companies embrace and develop actively with corporate more proactively than others. The overreaching conclusion is that all the participating companies see corporate culture as important. However, there are differences in how to manage corporate culture and also differences in which way the companies perceive their corporate culture as a competitive advantage. Significant findings from the research are that visions and motives help corporations to make their culture more tangible. Along with proper internal information the culture becomes stronger and more functional. The CEO has an important and influential role when managing corporate culture.

No description available.

The impetus of this research to look into the cross cultural differences and conflicts between Singaporean Chinese managers and their Western multi-national corporations (MNCs) managers was developed due to the researcher's 12 years real-life, working experiences in Western MNCs. The projected interest was extended to discover how Singaporean Chinese managers are able to deal with the corresponding cross-cultural conflict that is embedded in the day-to-day interaction between himself and his superiors in the West. Face-to face in-depth interviews were conducted with 18 Singaporean Chinese managers and 5 Western MNC managers to collect interesting real-life accounts and narratives of such cross-cultural situations. The findings provide some insight on the evolving cultural construct of the Singaporean Chinese Manager. / The research found that despite the changing cultural influences on Singaporean Chinese Managers, they still exhibit a substantial number of Confucian behavioural characteristics inherited from their Chinese forefathers. These are in the areas of work attitudes; the importance of intrinsic and extrinsic work attributes; and the commitment to the organisation they work for and the job itself. Moreover, Singaporean Chinese Managers are found to be less confrontational when dealing with conflicts, and are less inclined to express their dissatisfaction, or even to have a face-to-face argument with their superiors. Thus, it is found that despite the various cross-cultural differences that exist between the Singaporean Chinese Managers and Western MNC managers, there is a very low resignation rate in these MNCs in Singapore. In addition, the research also found that there is a growing 'compromisers' cluster, a group of people who only moderately uphold traditional values regarding family, education and morale, who are open to innovation and whose aim in life is to be socially and financially successful. The research also found that younger Singaporean Chinese Managers are now more vocal and more confrontational than their older Singaporean counterparts and possess more Westernised behavioural characteristics. This could be due to the effects of a 'cultural shift', influenced by the ever changing world, the more open and consultative new generation Singapore government after the leadership change in 1990 and its 'crafted culture'; and a continually changing Singapore economy in pursuance of its transformation towards a more cosmopolitan city with its dependence on international trade. Therefore this research provides an insight into the way in which Singaporean Chinese managers both construct and maintain a notion of identity and also explores the evolving cultural shift in the next generation of managers in the Singaporean Chinese community. / Thesis (PhDBusinessandManagement)--University of South Australia, 2006.

Thesis (MComm)--University of Stellenbosch, 2007. / Bibliography. Also available via the Internet.

Thesis (Ph.D.) -- McMaster University, 1999. / Includes bibliographical references (leaves 154-165). Also available via World Wide Web.

Thesis (Ph.D.)--Murdoch University, 2006. / Thesis submitted to the Division of Arts. Bibliography: p. 269-287.