Some Singapore global corporation business leaders experience difficulties building a high-performance culture. Building a high-performance culture encourages high performance, promotes excellence, and nurtures a continuous improvement climate. Grounded in Gilbert’s behavioral engineering model, the purpose of this qualitative mini ethnography single case study was to explore strategies midlevel managers in Singapore use to create a high-performance organizational culture. Six midlevel managers representing a Fortune 500 information technology firm in Singapore participated in the study. Data collection included semistructured interviews followed by member checking, direct observations, and a review of the company’s documents. Marshall and Rossman’s 5-step data analysis process identified the following 4 themes: (a) creating an environment of trust and safety, (b) way of doing things matters, (c) embracing leadership style, and, (d) enforcing a culture of work-related, immediate, specific, and educative feedback. Recommendations for business leaders include creating an environment of safety and trust, striving for excellence, leading with the end state in mind, and creating a feedback culture. Firms that sustain high-performance organizational culture may contribute to social change by creating more growth opportunities, add jobs, and provide help for communities.
|Advisor:||Fusch, Gene, Land, Denise|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 82/3(E), Dissertation Abstracts International|
|Subjects:||Business administration, Management, Organizational behavior|
|Keywords:||Organizational culture, Corporate success, High-performance, Midlevel managers, Singapore|
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