Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia

Abdullah, Zarifah (2011) Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia. PhD thesis, Universiti Sains Malaysia.

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Abstract

This research employs an interpretive case study method to examine how a newly acquired organisation changes its organisational culture or institutions. The study specifically looks at how the changes brought in through a culture of highperformance, introduced by the new management of a Western multinational, have become institutionalised and formed a new culture in the acquired organisation. Data was collected through semi-structured interviews, document reviews, informal conversations and observations in the case organisation. Van der Steen’s (2006) framework of institutional change is used to explain the data.

Item Type:	Thesis (PhD)
Subjects:	H Social Sciences > HF Commerce > HF5001-6182 Business
Divisions:	Pusat Pengajian Siswazah Perniagaan (Graduate School of Business) > Thesis
Depositing User:	ASM Ab Shukor Mustapa
Date Deposited:	12 Nov 2018 07:16
Last Modified:	12 Apr 2019 05:26
URI:	http://eprints.usm.my/id/eprint/42859

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