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non-Western Context (non-western + context)
Selected AbstractsConflict resolution in a non-Western context: Conversations with Indonesian scholars and practitionersCONFLICT RESOLUTION QUARTERLY, Issue 4 2006Brett R. Noel This paper describes two sets of U.S. Department of State funded workshops conducted in 2003. The purpose of one set of workshops was to introduce Indonesian educators and community leaders to Western-influenced conflict resolution education (CRE) while the other workshops sought to encourage participants to engage in conflict-focused research adapted to the culture and needs of Indonesia. [source] Earnings Management to Influence Tax Policy: Evidence from Large Malaysian FirmsJOURNAL OF INTERNATIONAL FINANCIAL MANAGEMENT & ACCOUNTING, Issue 2 2005Ajay Adhikari This study investigates the link between effective tax rates (ETR) and earnings management in a non-Western context. It examines the use of accounting choice by Malaysian firms in response to an anticipated change in tax policy. We predict and find that large Malaysian firms with low effective tax rates decrease book income prior to a reduction in corporate tax in order to influence tax policy. Our empirical results are consistent with prior evidence in the US, that firms use accounting choice to realize economic objectives. The Malaysian evidence suggests that the result of a positive association between ETR and earnings management can be generalized outside the US context. [source] Leadership behaviors that really count in an organization's performance in the Middle East: The case of DubaiJOURNAL OF LEADERSHIP STUDIES, Issue 2 2008Mohamed H. Behery This study is an examination of the relationships among leadership behaviors, knowledge sharing, and organizational performance in a non-Western context like Dubai. Using a sample of 504 managers from different business-services sectors (real estate, banks, insurance), the results suggest that transactional and transformational leadership are positively related to knowledge sharing and organizational performance. However, sharing knowledge was found to partially mediate the effect of leadership on organizational performance. In addition, an unexpected neutral effect of gender and citizenship or nationality has been detected. Limitations of this study and recommendations for future research and implications for managers are also provided. [source] Differentiating work autonomy facets in a non-Western contextJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 6 2003Eugene Sadler-Smith Work autonomy is one important component of job design theory which in recent decades has been elaborated upon by a number of researchers who have argued that it may be disaggregated into separate work method, work schedule and work criterion autonomy facets. Breaugh (1985) developed the Work Autonomy Scales as measures of each of these. This article reports the results of two studies carried out in Egypt that explored the validity of Breaugh's scales in relation to job design theory. In Study 1, in which Breaugh's scales were administered to 534 employees in two large Egyptian organizations, the Work Autonomy Scales' three-factor structure was verified using exploratory and confirmatory factor analyses. In Study 2, using a sample of 120 managers from four organizations, the associations between the three facets of work autonomy and other variables with which they would be expected to correlate, along with their relationships with a number of outcome variables, were explored. Statistically significant correlations were observed between certain of the work autonomy scales and task interdependence, Hackman and Oldham's autonomy scale and job complexity. In terms of outcomes, work schedule autonomy was associated with job commitment, while work criterion autonomy was associated with job satisfaction. The results are discussed in the light of previous findings and some suggestions for future research are offered. Copyright © 2003 John Wiley & Sons, Ltd. [source] | ||||||||||