Purpose -The purpose of this study is to investigate customer satisfaction and its effect on image, trust, and customer loyalty for Islamic banks. Design/methodology/approach -The study uses data from Islamic banks and dual-window Islamic banks, pertaining to two different customer segments (Muslims and non-Muslims). Findings -The results indicate that customer satisfaction has a significant relationship with image, image has a significant relationship with trust, and trust has a significant relationship with customer loyalty for both customer segments. Furthermore, significant differences occur in the effect of customer satisfaction on image, image on trust, and trust on customer loyalty between Muslim and non-Muslim customers. Practical implications -The findings suggest that Muslim customers establish relationships with Islamic banks because they trust that Islamic banks are Shariah compliant. Therefore, providing secure banking products that are fully compliant with Islamic principles are necessary. Originality/value -This research is important as it clearly demonstrates that the loyalty of Muslim and non-Muslim customers to Islamic banks is influenced by customers being satisfied, as well as the image of and trust in Islamic banks. In this context, when customers are unwilling to trust Islamic banks, they are also unwilling to be loyal.

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract This paper examined the sources of occupational stress among Malaysian managers working in multinational companies (MNCs). A total of 440 managers participated in this survey. Data is collected through a questionnaire distributed to managers in 34 multinational companies operating in Malaysia. It was found that workloads, working conditions and relationship at work were the main concern of the managers that lead to stress at the work place. The results also indicated that certain demographic variables do influence the level of stress among managers.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. is a lec turer in cross-cul tural man age ment at Mul ti me dia Uni ver sity in Ma lay sia.Dr. Stan ley Rich ard son is an As sis tant Pro fes sor and a for mer ma jor in the Brit ish army. Since 1963 he has taught in var i ous coun tries around the world, es pe cially in Hong Kong, Sin ga pore and Ma lay sia. He has been teach ing in Mul ti me dia Univer sity since 1997. Back groundThis ar ti cle re ports the find ings of re search that was orig i nally fo cused on work val ues. The in de pend ent vari able was cul ture and the de pend ent vari able work val ues. The find ings on work val ues are be ing pub lished else where. How ever, the find ings on cul ture were in ter est ing enough to be shared. Shared Val uesSchnei der and Barsoux (2003: 30-33) dis cuss how man ag ers in var i ous cul tures around the world see the cri te ria for suc cess in man age ment. Thus, the Amer i cans fo cus on profit, the Ger mans on prod uct qual ity, the French on tech nol ogy lead ership and the Jap a nese on mar ket share. Launched in 1991, Vi sion 2020 out lines nine chal lenges that Ma lay sia faces, of which the most im por tant one is es tab lishing a united Ma lay sian na tion with a sense of com mon and shared des tiny. The idea of shared des tiny nat u rally leads to shared val ues.Asma (2001: 1), for ex am ple, ob serves that "Ma lay sia has of ten been described as a mine field of cul tural sen si tiv i ties due to its di verse ra cial and eth nic com po si tion. Yet, Ma lay sians work in ap par ent har mony and unity brought about by a few uni fy ing fac tors, the most im por tant of which are val ues that have stood the test of time." Al though there have been sev eral at tempts to iden tify shared values, most of these at tempts have used a qual i ta tive ap proach (for ex am ple, Elashmawari and Har ris, 2000). One ex cep tion is the work of Asma Abdullah. She has de vel oped a model of Ma lay sian cul ture de rived from an an thro po log i cal approach. Her re search points to wards eight di men sions: Re la tion ship -Task, Harmony-Con trol, Shame-Guilt, We-I, Re li gious-Sec u lar, Hi er ar chy -Equal ity,

This article takes stock of the state of cross‐cultural management in Malaysia. It first focuses on a number of problems that cross‐cultural management faces generally, namely the lack of integrated knowledge and the possibility of subjectivity influencing the research design. Then the article looks at the state of cross‐cultural management research in Malaysia. It concludes that cross‐cultural management in Malaysia is, as yet, a series of “snapshots” with little follow‐up. Lastly, a number of themes for future research in Malaysia are proposed.