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Dissertation/Thesis Abstract

High-Performance Organizational Culture and Corporate Success
by Lapshun, Alexander, D.B.A., Walden University, 2020, 139; 28148875
Abstract (Summary)

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.

Indexing (document details)
Advisor: Fusch, Gene, Land, Denise
School: Walden University
Department: Business Administration
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
Publication Number: 28148875
ISBN: 9798672198408
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