Strategy Implementation Styles Of Malaysian, Thai And Hungarian Middle Managers

P. Joshi, Maheshkumar and D. Sherman, Hugh and Schermerhorn, John R. (2004) Strategy Implementation Styles Of Malaysian, Thai And Hungarian Middle Managers. Asian Academy of Management Journal (AAMJ), 9 (2). pp. 1-15. ISSN 1394-2603

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There is a need for more comparative empirical research that examines middle manager roles in strategic change. This paper reports a study of middle managers in two dynamic settings: the Asia/Pacific region – Malaysia and Thailand; and Central/Eastern Europe – Hungary. Results of 213 respondents across three countries indicate that middle managers from all three tend toward use of authoritarian management styles even in proactive strategic change situations. However, Hungarians are less likely to use these styles than Thai and Malaysian middle managers. For all three countries, managers with less work experience were found to have lower tendencies to use an authoritarian style of implementation. When top managers exhibit an aggressive strategic posture, middlemanagers from all three countries are also less likely to use an authoritarian style.

Item Type: Article
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28-70 Management. Industrial Management
Divisions: Penerbit Universiti Sains Malaysia (USM Press) > Asian Academy of Management Journal (AAM)
Depositing User: Mr Firdaus Mohamad
Date Deposited: 25 Jul 2017 07:59
Last Modified: 25 Jul 2017 07:59

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