Laissez-faire versus Strict Control of Political Finance: Hegemonic Parties and Developmental States in Malaysia and Singapore

Ufen, Andreas

doi:10.1080/14672715.2015.1082263

Cited by 30 publications

(4 citation statements)

References 30 publications

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“…Within this system, banks remain independent private actors but the availability of government funds impels bank lending for internationalization projects, which are a government priority. This is a very different model from, for example, the tight state control of finance exercised by China and the various degrees of political control of finance in East Asian developmental states (Harvey 2007;Ufen 2015). Differences notwithstanding, these findings suggest caution in extending assumptions valid in and around the financial cores to the semi-periphery.…”

Section: Towards Semi-periphery Focused Financial Geographies: a Polimentioning

confidence: 88%

Geofinance/banking between political and financial geographies

Sellar¹,

Grandi²,

Jafri³

2019

Geofinance Between Political and Financial Geographies

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Section: Towards Semi-periphery Focused Financial Geographies: a Polimentioning

confidence: 88%

Geofinance/banking between political and financial geographies

Sellar¹,

Grandi²,

Jafri³

2019

Geofinance Between Political and Financial Geographies

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“…The strength of party leaders also depends substantially on their control over the finances of the party (Ufen, 2015). Sartori (1976) shows how decentralised party financing has encouraged multifactionalism in Japanese political parties.…”

Section: Factions and Factionalismmentioning

confidence: 99%

Clientelist and Programmatic Factionalism Within Malaysian Political Parties

Ufen

2020

Journal of Current Southeast Asian Affairs

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This article analyses factionalism within ruling and opposition parties in Malaysia, with a focus on party splits and/or the toppling or near-toppling of dominant factions at the national level. Political parties are either composed of clientelist or programmatic factions or represent hybrids that combine clientelist and programmatic factionalism. The strength and the type of factionalism depend upon policy space and the intensity of control over party groups. Programmatic factionalism is more probable if policy space is wide. Policy space is an effect of the positioning (relatively dependent or independent from other parties in the coalition) and the basic ideology of a party, that is, the major stance on religion, ethnicity, and the shape of the political system at large. If there is hardly any policy space, factionalism will be clientelistic rather than programmatic. Whether this type of factionalism arises is contingent upon the intensity of control over groups within the party and the availability of patronage goods. The control of party members is dependent upon the strength of the party leader and the centralisation of party organisation. This is demonstrated with reference to UMNO (United Malays National Organisation) (from programmatic to clientelist factionalism), some coalition partners of UMNO such as the MCA (Malaysian Chinese Association) (clientelist factionalism), and the Islamist PAS (Parti Islam Se-Malaysia) (programmatic clientelism). Moreover, a brief analysis of East Malaysian parties in Sabah and Sarawak helps to further elucidate the major dynamics of factionalism.

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“…There are many types of leadership styles. Researcher has chosen particular leadership styles that are evident in SMEs in East Malaysia, they are charismatic leadership style, democratic leadership style, transformational leadership style, and transactional leadership style (Chan, 2010;Kele, et al, 2017;Ufen, 2015).…”

Section: Leadership Stylesmentioning

confidence: 99%

Theory and Evidence on the Relationship between Leadership Style and Organizational Performance: A Case in Small Medium Enterprises in East Malaysia

Hamdan¹

2020

IBR

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This research intends to provide the theoretical evidence on the relationship between leadership style and organizational performance of small medium enterprises (SMEs) in East Malaysia.  The growth organizational performances among SMEs in East Malaysia have been at stagnant stage, as they are not able to respond to unforeseen issues due to weak leadership. The SMEs in East Malaysia are losing their competitive advantages as compared to West Malaysia. There is lack of motivation among the followers working in SMEs in East Malaysia as employees do not put extra effort in their tasks. There is absence of creativity in workplace as employees have not been giving any productive output from a long time. Previous research have documented that there are relationships between leadership style and organizational performance in SMEs in East Malaysia. The current study steps forward to contribute to gaps in body of knowledge by looking at the effects that occur due to different leadership style and its influence on the organizational performance in SMEs in East Malaysia. The nature of this study add to the existing literature by integrating the theory and evidence that could enhance organizational performance.

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Laissez-faire versus Strict Control of Political Finance: Hegemonic Parties and Developmental States in Malaysia and Singapore

Cited by 30 publications

References 30 publications

Geofinance/banking between political and financial geographies

Geofinance/banking between political and financial geographies

Clientelist and Programmatic Factionalism Within Malaysian Political Parties

Theory and Evidence on the Relationship between Leadership Style and Organizational Performance: A Case in Small Medium Enterprises in East Malaysia

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