Cultural Contingencies on Performance

Business organizations encounter considerable challenges in the face of rapid technological development and global economic changes. With fast diminishing resources, they continue to compete for an increased market share and improved financial performance. This book investigates how organizational performance can be enhanced by looking at empirical evidence from both the developing and developed countries. The studies in the book explore the influence of corporate culture, structure and strategy on organizational performance and investigate the influence of middle managers and collective leadership on performance outcomes in business organizations in Sri Lanka. It further explores the entry mode strategies and performance in Japanese subsidiaries in Australia and New Zealand, paying special attention to the contribution of their Japanese employees. Results from these three different empirical studies discuss possible implications for managers, policy makers and investors.