Jane Terpstra-Tong

Moving Toward a Global Understanding of Upward Influence Strategies: An Asian Perspective with Directions for Cross-Cultural Research

We begin with a review of the upward influence literature for the past twenty years. In particular, we examine the extent to which upward influence behavior is congruent with the value dimensions proposed in the established values research and the extent to which the U.S. based measures are applicable in the Asian context. A model of cross-cultural influence behavior is developed to synthesize the present state of our knowledge in cross-cultural upward influence, and to provide a framework for identifying issues requiring further investigation. We conclude by proposing a set of cross-cultural research questions identified in the model.

Impact of executive citizenship and organizational commitment on corporate social responsibility

Purpose - – This Malaysian study aims to use upper echelons theory and social identity theory variables to determine the chief executive officer (CEO) characteristics and attitudes associated with economic corporate social responsibility (CSR), legal-ethical CSR and discretionary CSR in Malaysian firms. The authors hypothesize that CSR engagements in the form of altruistic behaviour, with executives being part of the upper echelon, would tend to be expressing their values at individual level through the firm if they are affectively committed to their company. Design/methodology/approach - – Using a sample of 151 Malaysian firms that took part in an annual CEO survey in 2010, the study measures executive citizenship as CEOs’ having critical attitude towards public issues such as public transportation, public education and crime. Hierarchical regression analyses are used to associate the CEO attitudes with the firms CSR. Findings - – The authors find that executive citizenship attitude is significant and positively related to firm’s legal–ethical CSR. The authors also find that executive organizational commitment has a significant positive impact on dimensions of CSR. Additionally, the executive tenure impacts the level of philanthropic CSR of the firm. Originality/value - – In Malaysia, firms have a strong incentive to engage in CSR to enhance their reputation and legitimacy because of the government’s influence on commercial activities. Our study is the first to examine how this notion of legitimization efforts at the individual level affects firms CSR activities.

Intangible Factors Influencing Firm Performance in Developing Countries: Malaysian Evidence

This study, which is conducted in Malaysia, develops hypotheses, first to examine how the CEOs upper echelon variables, leadership style and belief in budgetary participation influences their organizational commitment, and then examines if these same explanatory variables help predict high firm performance. Based on the survey of 102 CEOs and senior managers the study finds that there is an association between CEOs profiles particularly, the CEOs age and education level are associated with their level of organizational commitment. The CEOs preference for the level of budget participation is also significantly and positively associated with their level of organizational commitment. With regard to firm performance, our results suggests that longer the CEOs tenure in their current job and higher the level of education the lower the firm performance, but the greater the CEOs organizational commitment the higher the firm performance. Additionally, we find that the task oriented leadership style is more significant than considerate leadership style in being associated with high firm performance. Prior studies in leadership, participation and organizational commitment as well as the organizational and institutional contexts of Malaysia are used to explain these findings.