This study examined the effects of organisational culture and leadership styles on job satisfaction and organisational commitment in samples of Hong Kong and Australian managers. Statistically significant differences between the two samples were found for measures of innovative and supportive organizational cultures, job satisfaction and organizational commitment, with the Australian sample having higher mean scores on all these variables. However, differences between the two samples for job satisfaction and commitment were removed after statistically controlling for organizational culture, leadership and respondents' demographic characteristics. For the combined samples, innovative and supportive cultures, and a consideration leadership style, had positive effects on both job satisfaction and commitment, with the effects of an innovative culture on satisfaction and commitment, and the effect of a consideration leadership style on commitment, being stronger in the Australian sample. Also, an “initiating Structure” leadership style had a negative effect on job satisfaction for the combined sample. Participants' level of education was found to have a slight negative effect on satisfaction, and a slight positive effect on commitment. National culture was found to moderate the effect of respondents' age on satisfaction, with the effect being more positive amongst Hong Kong managers.

The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison

Cross-cultural studies that use self-report instruments can present researchers with a variety of challenges. This article reviews the organizational research literature between the years of 1995 and 2001 to identify common practices prevalent in this type of research. Key methodological issues are examined within the context of a three-stage framework: (a) the development of the research question, (b) the alignment of the research contexts, and (c) the validation of the research instruments. This examination serves as a basis for the identification of best-practice recommendations for cross-cultural researchers.

A Review of Cross-Cultural Methodologies for Organizational Research: A Best- Practices Approach:

An Integrative Framework of Strategic International Human Resource Management

Success Factors of Product Innovation: An Updated Meta‐Analysis

In this study, we develop and test a model of the determinants of political strategies used by foreign subsidiaries of multinational enterprises (MNEs). Using recent theoretical advances in institutional theory that recognize that MNE subsidiaries are confronted with pressures for isomorphism within the corporation (internal legitimacy) and within the host country (external legitimacy), we integrate international business and political strategy literatures to create a multilevel model of subsidiary, host country and parent determinants of political strategy. Our hypotheses are tested using survey and archival data from Western European subsidiaries of US MNEs.

https://link.springer.com/content/pdf/10.1057%2Fpalgrave.jibs.8400137.pdf

The determinants of MNE subsidiaries' political strategies: evidence of institutional duality

An introduction to international management. The cultural environment of international management. Planning in global setting. Organizing for international operations. International staffing. The control process in an international context.

International Dimensions of Management

Section I: The International EnvironmentChapter 1: An Introduction to International ManagementChapter 2: The Global Macro-Economic EnvironmentChapter 3: The Political Environment and Political RiskChapter 4: The International Legal Environment of BusinessChapter 5: The Cultural EnvironmentCase I:Euro DisneylandSection II: Managing International Strategic Planning and ImplementationChapter 6: Strategies for International CompetitionChapter 7: Modes of Entry into Foreign MarketsChapter 8: Managing International Collaborative InitiativesChapter 9: Organizing International OperationsChapter 10: Controlling International Strategies and OperationsChapter 11: Managing Technology and KnowledgeCase II:The Global Branding of Stella ArtoisSection III: Managing People and Processes across Borders and CulturesChapter 12: Communication across Borders and CulturesChapter 13: Negotiation and Decision-Making across Borders and CulturesChapter 14: Work Motivation across Borders and CulturesChapter 15: Leadership across Borders and CulturesChapter 16: International Human Resources ManagementCase III: Ellen Moore (A): Living and Working in KoreaSection IV: Ethical Dilemmas in International ManagementChapter 17: Ethics and Social Responsibility for International FirmsCase IV: Hitting the Wall: Nike and International Labor Practices

International Management: Managing in a Diverse and Dynamic Global Environment

What contributes to the enhanced use of customer, competition and technology knowledge for product innovation performance?: A survey of multinational industrial companies' subsidiaries operating in China

The dynamics of international business negotiations

THE CONCEPTS OF STRATEGIC MANAGEMENT AND CASE ANALYSIS. Understanding Strategic Management. SWOT Analysis. Formulating a Direction for the Company. Organizational Strategy. Implementation and Control of Organizational Strategy. Understanding Case Analysis. CASES. Single Industry. Related or Diversified Industries. Short Cases Involving Strategic Issues. Appendices. Case Index. Subject Index.

Arvind Phatak

Papers

International Dimensions of Management

International Management: Managing in a Diverse and Dynamic Global Environment

What contributes to the enhanced use of customer, competition and technology knowledge for product innovation performance?: A survey of multinational industrial companies' subsidiaries operating in China

The dynamics of international business negotiations

Strategic Management: Text and Cases