Exploring the relationship between leadership, organizational culture, trust, and effectiveness of knowledge sharing by forced learning

Shing, Lee Alfred Bo; Xiaodie, Pu Jenny

doi:10.20474/jabs-3.2.4

Cited by 16 publications

(11 citation statements)

References 34 publications

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“…In particular, there is a strong focus on differences across national contexts in terms of individualism/collectivism and power distance, often in terms of stark differences across continents, such as North American and East Asian or Western European countries. While cross-cultural organizational behaviour research investigates a broad range of topics, there are some studies on the moderating role of different cultures in terms of job satisfaction or organizational commitment (Bo Shing & Xiaodie, 2017;Tsui et al, 2007). For example, Huang & Van de Vliert (2003) examines the role of culture in the relationship between job characteristics and job satisfaction, using a sample comprising of 49 countries.…”

Section: Literature Reviewmentioning

confidence: 99%

Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Li¹

2017

J. adm. bus. stud.

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Abstract. Cross-cultural work environments pose a particular challenge for the organizations that set up and operate a company abroad, especially in terms of job satisfaction, employee retention and motivation. This article aims to investigate cross-cultural interactions between Thai and Chinese people, who work in Thailand in Thai-registered companies, and how cultural differences in working practices affect job satisfaction. It found that in the context of such cross-cultural organizations, cultural differences may not directly affect job satisfaction and commitment, but may aggravate existing organizational problems if cultural differences are not resolved. It proposes a cross-cultural awareness strategy that allows organization to adequately deal with the challenges of cross-cultural interactions in the workplace.

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Section: Literature Reviewmentioning

confidence: 99%

Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Li¹

2017

J. adm. bus. stud.

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“…Thus it can be argued that trust is domain-specific, as argued by Zand (1972). Several other studies have supported the above finding, and have used similar or several synonyms to show a positive relationship between ability and trust (Bo Shing & P.J., 2017;Colquitt, Scott, & LePine, 2007;Hsu, Ju, Yen, & Chang, 2007;Jarvenpaa, Knoll, & Leidner, 1998;Jones & George, 1998;Mayer, Davis, & Schoorman, 1995;Schoorman, Mayer, & Davis, 2007). For instance, Garbarro (1978) used a survey questionnaire containing nine items leading to trust, including functional competence, business sense, judgment, and interpersonal competence, which are all related to the ability of the trustee.…”

Section: Ability and Educationmentioning

confidence: 88%

Communicating Trust in Multicultural Teams: A case Study of International Organisations in Saudi Arabia

Altwaian¹

2019

Int. j. bus. adm. stud

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Trust among team members is a critical factor in increasing the team performance and productivity of multicultural teams. Multinational companies operating in the Middle East, particularly in Saudi Arabia, attract a workforce from various countries, such as the U.S, Europe, Asia, and Arab countries. Such companies can struggle to cope with establishing trust within team members belonging to different socio-cultural backgrounds, which may lead to conflict and deteriorating relations. This theoretical paper embarks upon these issues in multicultural teams and presents a model of perceived trust among multicultural teams in Saudi Arabia. The present paper used a qualitative approach to build the perception of trust framework; the interviews were carried out with 38 participants. The study concludes that there are differences in trust perception and development, such as those found present in European culture and Arabian culture. Europeans tend to emphasise perceptions such as ability and reliability, which focus more on their experience, but those from an Arabian culture tend to stress security, openness, and loyalty perceptions, focusing more on their cultural traditions or social backgrounds. Thus, the differences in the perceptions of trust have a major influence on the overall performance of multicultural organisations. These differences may have major implications in leading to divisions within the workforce, and it is important to find ways of dealing with these differences.

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“…Information sharing refers to the exchange and sharing of information and task results among information systems of different management levels and departments (Bo Shing & Xiaodie, 2017). In the Internet era, the importance of information sharing is becoming more and more obvious.…”

Section: Information Sharingmentioning

confidence: 99%

The Influence of Employee Involvement in Total Quality Management on Employee Performance

Liu¹

2021

Int. j. bus. econ. aff.

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This research aims to find out methods to improve employees' involvement in quality management practice, identify the role of individual accountability in improving employees' quality work performance and improve the effectiveness and practicability of Total Quality Management (TQM). From the perspective of individual employees, this research utilized qualitative analysis to decompose employee involvement and accountability into different factors and reveals the influence of employee involvement on quality work performance from different dimensions. The main conclusions were as follows: (1) From the perspective of TQM practice, according to the degree of involvement, high involvement was needed, manifested in three aspects, i.e., involvement in decision-making, information sharing, and team cooperation; (2) PDCA cycle is the basic method of the TQM system. Employee involvement accountability was corresponding to these management stages. Accountability could be illustrated from four dimensions: quick response, reasonable explanation, sense of responsibility, and initiative. (3) In the process of participating in quality management, employees' accountability (attitude factor) and quality management involvement (behavior factor) were logically matched. Responsible individuals would adopt more accurate methods to solve problems and achieve organizational goals. Employee involvement had a positive impact on performance through the mediating role of accountability. Finally, focus on employee performance could better control each process and achieve the ultimate goal of improving product quality.

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Exploring the relationship between leadership, organizational culture, trust, and effectiveness of knowledge sharing by forced learning

Cited by 16 publications

References 34 publications

Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Cross-cultural interaction and job satisfaction in cross-cultural organizations: A case study of two Thai companies founded and managed by Chinese people

Communicating Trust in Multicultural Teams: A case Study of International Organisations in Saudi Arabia

The Influence of Employee Involvement in Total Quality Management on Employee Performance

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