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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Bibliographic Details
Published inAsia Pacific journal of management Vol. 18; no. 1; p. 45
Main Authors Bu, Nailin, Peng, T K, Craig, Timothy J
Format Journal Article
LanguageEnglish
Published Singapore Springer Nature B.V 2001
Subjects
Behavior
Corporate culture
Economic development
Employee attitude
Employees
Family owned businesses
Impact analysis
Influence
Organizational behavior
Personnel policies
Public enterprise
Society
Steel production
Studies
Supervision
United States > US
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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.
ISSN:0217-4561
1572-9958
DOI:10.1023/A:1010613222783