Employee Reactions to Supervisory Direction in Four Types of Firms in Taiwan: The Effects of Company Policy, Peer Consensus and Independent Assessment |
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| Authors: | Nailin Bu TK Peng Timothy J Craig |
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| Institution: | (1) School of Business, Queen's University, Kingston, ON, Canada, K7L 3N6;(2) Department of Business Administration, I-Shou University, Kaohsiung County, Taiwan, R.O.C, 84008;(3) Faculty of Business, University of Victoria, Victoria, BC, Canada, V8W 3P1 |
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| Abstract: | Employees in four firms in Taiwan—a small family business (A), a state-owned enterprise (B), a large private corporation (C), and a U.S.-owned venture (D)—and one firm in the U.S. (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. |
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| Keywords: | Taiwan culture managerial authority firm type |
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