Impact of chief executive officer leadership origin on perceived empowerment in multi national corporations from high uncertainty avoidance index countries operating in Malaysia /
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(Published version)
Date
2015
Authors
Saffar, Annuar Mohd,
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thesis
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Abstract
Employees work better when they perceive that they are empowered to make decisions that affect their work. The literature abounds with prescriptive measures needed to empower employees and environmental issues that enhance the perception of empowerment. What has not been established is whether cultural influences affect the decision to select CEOs, and whether this, in turn, has a bearing on how employees perceive being empowered.
This paper analyzes this phenomenon in greater detail. First, it seeks to uncover factors that influence the decision to fill in the position of a CEO with a home country national or inpatriate, in a subsidiary of a Multinational Corporation, (MNC), operating globally. Then it attempts to elucidate whether the appointment of home country nationals or inpatriates as CEOs in MNCs from different countries that have a High Uncertainty Avoidance Index (UAI) culture dimension, influence the degree to which employees feel empowered.
School/Discipline
University of South Australia. International Graduate School of Business,
Dissertation Note
Thesis (DBusinessAdministration)--University of South Australia, 2015.
Provenance
Copyright 2015 Annuar Mohd Saffar.
Description
1 ethesis (225 pages) :
illustrations
Includes bibliographical references.
illustrations
Includes bibliographical references.
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506 0#$fstar $2Unrestricted online access