Changing Management Control And Practices Towards A High-Performance Culture:The Case Of A Newly Acquired Organisation In Malaysia
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 mul...
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| Main Author: | |
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| Format: | Thesis |
| Language: | English |
| Published: |
2011
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| Subjects: | |
| Online Access: | http://eprints.usm.my/42859/1/ZAFIFAH_ABDULLAH.pdf http://eprints.usm.my/42859/ |
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| Summary: | 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. |
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