No abstract

This article revisits cross‐cultural management in Malaysia by challenging some fundamental assumptions. Most models of culture, such as Hofstede’s, assume that a country is reasonably homogeneous to make an analysis meaningful. We argue, conceptually and by providing empirical data that Malaysia is not a homogeneous country, and therefore Hofstede’s model is not suitable in Malaysia. Although this article deals with Malaysia specifically, there are a number of countries where Hofstede’s assumption might not work. In this context, we use Malaysia as an exemplar. We conclude that a better alternative is the model of Schwartz.

This research explores the issues that influence affective commitment among knowledge workers in Malaysia. The determinants of affective commitment among knowledge workers that have been examined from the Malaysian knowledge workers' perspective under this study including compensation, career opportunity, training and development, supervisor support, job autonomy, work life policies and skill varieties. A conceptual framework is constructed based on the retention factors and research hypothesis are then developed in order to focus attention on sets of factors that influences affective commitment among knowledge workers in Malaysia. Results of regression analyses revealed that all but supervisor support and skill variety were significant predictors of affective commitment among knowledge workers in Malaysia. Recommendations for future research are presented for industry bodies involved in supporting retention of knowledge workers in Malaysia.

Multimedia University, (MMU) is the oldest and largest private university in Malaysia (a multiracial country). Its main campus in Cyberjaya, Selangor has four Faculties: Creative Multimedia (FCM), Information Technology (FIT), Engineering (FOE) and Management (FOM). English is the language of instruction. A questionnaire based on Basse (1982) was used and 931 usable responses obtained (about a quarter of the population). The independent variables were age, race (Malay, Chinese, Indian,'Others'), year of study and the Faculty. The dependent variables were the five managerial styles (Factual, Intuitive, Analytical, Normative and European) as measured by the questionnaire (Cronbach's alpha >0.9). Using One-way ANOVA etc. It was found that there were significant differences (at p<0.05) in managerial styles between races and academic years. FCM students were unique in that they preferred the Factual style, those from other Faculties preferred the Analytical style. Malay and Chinese students preferred the Analytical style, Indian students preferred the Factual style. Undergraduate courses at MMU are designed, inter alia, to produce managers for the students' chosen profession. The implication of this and the results obtained are discussed in terms of national and individual needs and the possible desirable changes in the courses at MMU and other institutions of higher learning.

Purpose -The aim of this paper is to investigate the perceptions of Malaysian employees of ABC MSC (a Japanese company in Malaysia) in order to recommend changes in management practices. Design/methodology/approach -Fieldwork was conducted using participant observation and interviews. Participant observation was conducted to investigate the flow of information, the implementation of decisions made by the top Japanese managers, problem resolution, and the reaction of the local staff to management practices. The interviews highlighted communication problems which have existed between the Japanese CEO and the local telecommunications companies since the company started operations in 1997. Findings -Even thought the company is backed by a financially strong parent company in Japan and has a lot of growth potential, this potential remains partially untapped due to management strategies of the company headquarters. Research limitations/implications -Japan remains an important Foreign Direct Investment country in Malaysia. The perceptions of employees of Japanese companies in Malaysia are worth investigating since changes of management strategies in the home country affect the direction and operations of the overseas subsidiaries. Further research should be carried out in other Japanese companies in Malaysia. Practical implications -Suggestions to improve the management strategies are discussed. Originality/value -It is believed that no other Japanese company in Malaysia has been investigated in this way before. This paper's findings should be useful to many expatriate managers in Malaysia.