Abstract
SummaryThis paper has two goals. It first explores the extent to which national culture “influences” organizational behavior among Japanese and Malaysian enterprises. Secondly, the paper tests the degree to which Japanese and Malaysian organizations can be “correctly” classified into their respective cultural groups based on analyzing a set of behavioral items. Results show that organizational behavior is consistent with national culture on aspects relating to power relationshzps and monitoring systems but not with aspects relating to social relationships and motivation systems. Results also show that power and social relationship items were most contributive to the process of correctly classinling Japanese and Malaysian enterprises into their respective cultural groups. Possible explanations for the mixed results were offered.
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