Employee reactions to supervisory direction in four types of firms in Taiwan: The effects of company policy, peer consensus and independent assessment
Employees in 4 firms in Taiwan - a small family business (A), a state-owned enterprise (B), a large private corporation (C), and a US-owned venture (D) - and one firm in the US (E) responded to supervisory directions. A's employees were the most compliant, followed by B's, then by C's...
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Published in | Asia Pacific journal of management Vol. 18; no. 1; p. 45 |
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Main Authors | , , |
Format | Journal Article |
Language | English |
Published |
Singapore
Springer Nature B.V
2001
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Subjects | |
Online Access | Get full text |
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Summary: | Employees in 4 firms in Taiwan - a small family business (A), a state-owned enterprise (B), a large private corporation (C), and a US-owned venture (D) - and one firm in the US (E) responded to supervisory directions. A's employees were the most compliant, followed by B's, then by C's, D's, and E's. In A and B, employee compliance was impacted by company policy. In C, D and E, employee compliance was influenced by peer consensus. Except for those in A, employees' tendency to accept supervisory direction was enhanced when they assessed the direction as beneficial to their organization. |
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ISSN: | 0217-4561 1572-9958 |
DOI: | 10.1023/A:1010613222783 |