Western research dominates in areas of theories and models which describe organisational behaviours, human resource management and workplace participation. However the 21st century brings new challenges. Findings to-date suggest that attitudes and values are strongly culture specific therefore many facets now require re-thinking by human resource specialists and organisational behavioural theorists. For instance, the globalisation of the market economy has dramatically changed the contemporary business environment. As a direct consequence of the globalisation process, the nature of organisational structures and workforce diversity has also changed. Such changes may make the application of Western theories less relevant to explain behaviours and attitudes of contemporary employees around the world. Therefore, there is a need for expanding our cross-cultural understanding in order to provide practical knowledge to enhance people and business management so that organisations can remain successful nationally and internationally. Comparative cross-cultural studies are required to expand on Western theories and models. The present study acknowledged and regarded the importance of cross-cultural studies to date, and endeavoured to expand on the extant knowledge by providing specific information relating to two diverse countries. The aim of the research project is to examine two measurable areas of organisational behaviours namely leadership styles and managerial career aspirations of female and male managers in Malaysia and Australia to explore the similarities and differences between the groups. The study found differences within and between female and male managers in Malaysia and Australia in terms of leadership styles, perception of effectiveness, perceptions towards managerial career aspirations and perceived promotion opportunities during the quantitative and qualitative data collection stages. The study concludes by providing empirical evidence to refute the universality of Western theories and models in all cultures. The analysis of both quantitative and qualitative data revealed significant differences in terms of values, behaviours and attitudes of managers in the two diverse cultures which have important implications for work and employment. This suggests that Western theories and models of organisational behaviour and workplace participation are not universally applicable, appropriate or relevant in all cultural environments. Implications for theory and practice in the light of an enhanced cross-cultural understanding were recommended. / Doctor of Philosophy
| Identifer | oai:union.ndltd.org:ADTP/266024 |
| Date | January 2008 |
| Creators | Jogulu, Uma |
| Source Sets | Australiasian Digital Theses Program |
| Detected Language | English |
| Rights | Copyright Uma Jogulu |
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