Organizational Culture Changes towards Globalization

A Study of Employee’s Resistance in Multinational Companies, Malaysia

Chapter One

Introduction

Organizations today exist in a complex environment that is directly affected by globalization.

In order to survive and succeed, organizations must adapt to constantly changing and
evolving conditions of the global market. One of the many tools for gaining a sustainable
competitive advantage is setting a suitable organizations culture, one that serves the needs of
the organization, as well as the market it operates in. Organizational culture is defined as “a
pattern of shared basic assumptions amongst a group” (Schein, 2006). Commonly
organizational culture is divided into two levels; the visible ‘group behaviour norm’ and the
invisible ‘shared values’ (Kotter, 2008). Organizational culture differs from national culture
therefore organizations need to establish and practice their own organizational culture and
adapt to the national culture of the physical location of the company, whilst noting the impact
on the individuals working within the company or as stakeholders (Hofstede & Hofstede &
Minkov, 2010).

Development of organization culture is waiting in line with human resource as necessary

instruments for organization and national development process. Globalization today
basically is changing the way the world looks and the way we look at the world. This is
fundamentally changing the nature of our everyday experience as the society in which we live
undergoes a profound transformation, with a goal to increasing material wealth, goods, and
services. Essentially it means that today, more and ever before, groups and individuals
interact directly across frontiers without necessarily involving the state.

Background of Study

The growing globalization of business and increasing competition and technological

advancement has led to an increasing need to change organizational policies and strategies.
The pace of challenges is increasing and thus organizational change is considered

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unavoidable. In many organizations, most problems and challenges are generated by
competition, advanced technology, mergers, expansion, product quality maintenance or
enhancing employee efficiency on the one hand and rapid growth, new business ventures,
exciting opportunities, innovations and new leadership and management approaches. In
order to overcome these challenges, organizations are often pressured for survival and to stay
competitive in the future. In such adverse environment, employee attitudes and behaviours to
accept organizational changes are considered important for the management as well as for the
change agents for successful organizational change.

This research considers the impact of globalization on organizational culture through primary
data identified as first hand interviews with individuals working in Malaysia’s multinational
companies. The evidence of the impact and the response is foreseen to be connected to
organizational culture of the multinational company as well as state some significance of the
globalization.

This study also will focus on the employee workplace and demographic predictors to analyze
the employee resistance, they way the react to the changes in the organization. The research
also aims are the following: 1) identify the presence of organizational culture, 2) identify
impacts of globalization toward employees and 3) evaluate a cause-effect relationship.

Problem Statement

The organizational culture is a complex set of ideologies, norms of behavior, attitudes,

opinions, symbols and core values shared throughout the organization, affecting the way the
organization meets its objectives, and certainly helping the regulation and control of
employee conduct. Forming the frames within which the organization formulates and
implements its policies, the organizational culture is often a central task of organizational
leaders (Govindarajan, Gupta, 2001). It usually occurs in the process of solving the problems
faced by the organization during its work. These problems inevitably occur and pose
questions that are associated with external adaptation and internal integration. The external
adaptation arises as a result of the rapid changes occurring in the environment, thus the
organization is struggling to find its place in the environment, as well as to maintain its
competitiveness in the long term.

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Obviously, the organization needs to find mechanisms which will hold its compactness,
which will provide greater operational efficiencies and achieve the set goals. The influence
of the organizational culture changes can be felt both with the external and the internal
adaptation. Resolving the problems it faces, over time it manages to create the system of
rules and norms, beliefs and values, which creates not only individual but also collective
experience, which occurs as an important resource in creating organizational competitiveness.
Of course, this cannot be created in a short time. For instance, to achieve this a longer period
of time is required when the employees will face the organizational challenges and solve
them through mutual interaction.

Change in any organization is implemented so as to make a good impact and benefit the
organization, but why then does change come with resistance. The research will try to
answer this question. Resistance is an important issue in change management as it can be an
obstacle to a successful change process. This study will look into this issue and try to assist
change managers to manage change better in future without disrupting positive employee
productivity patterns (Robbins & Judge, 2011).

Objective of Study

The aim of the study is to evaluate the sources and nature of resistance to change at various
multinational companies particularly in Kuala Lumpur against through qualitative research.
The following is a summary of the objectives of the research project:

 To focus on external factor globalisation that affects the members of an organisation

and its practises.
 To identify and analyse the sources and nature of resistance to change.
 To evaluate the approaches adopted to counter and manage resistance to change and
its effectiveness on employee productivity and job performance.

Scope of Study

This study will be conducted on several multinational companies in Kuala Lumpur. The
respondents of the study would be the representatives from the company's Human Resource

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Department as they are responsible in understanding and evaluating the employees' resistance
towards the globalization brought into the organization. This is also to evaluate the
approaches that were used to manage the resistance. It is critical that the businesses not only
familiarize with local ways of doing business, and understand the needs of local consumers,
but also develop a global mindset among their employees. Being at the centre of
globalization, multinational companies need to learn to integrate diverse value systems and
espouse shared global work values to create an environment, where workers are able to
communicate and coordinate their activities to reach common goals.

Significance of Study

(Graetz et al, 2006) argues, “change is a normal part of business life”. Even the best
performing companies still have to manage change. Change capability has become a core
managerial competence because without change management skills, individuals cannot
operate effectively with the rapidly changing environment. In fact an organization’s ability to
manage change will have a significant effect on its performance. The findings of this study
will help public listed multinational companies in Kuala Lumpur, Malaysia to have adequate
and an in-depth understanding of the underlying issue behind resistance from employees and
helps them understand that resistance is a normal reaction which can be managed effectively.

The findings also assist in showing if there was any effect on employee productivity during
this period of change implementation and recommendations will be offered to improve on
communication and implementation of the change processes to avoid problems. This study
will also serve as a valuable tool to assist change managers in future change management
initiatives.

Chapter Two

Literature Review

Dimension of Globalization

In the context of globalization, organizational change involves altering the mission and vision
of the organization, the introduction of new technologies with new activities, the introduction

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of a rating system and performance system, redefined payroll, changes in organizational
structure, a new orientation of the target customer groups with other necessities and a totally
different behavior than its previous customers, and in particular, the introduction of the
system of management guided by objectives. Globalization is a set of interrelated political,
economic, and social processes involving internal flows of goods, services, people and capital
which leads to increasing interdependence of countries (Harrison, 2014). Evidence of
globalization can be seen as the increased levels of trade, capital flows, amount of
multinational companies and migration (Hodgetts et al. 2005). Globalization is a widely-used
term to describe and analyse every aspect of both our lives as well as businesses that operate
at the international market. The world ‘global’, referring to totality and unity of the world as
a social process is a concept whose early study owes much to the developed research on
social change, the rise and spread of capitalism and the origins and development of the state
system, classical social theory has only been around since 1980’s and although globalization
as a movement has been around throughout the time the recent globalization movement is the
main interest. New power relations of post 1990’s times such as liberal economic theories,
new communications and technologies has adjusted the ‘global’ world rapidly and
extensively and this research aims to draw the impact of this particular thought of
globalization to changes in organizational cultures. Globalization has three main causes: 1)
technological, 2) political, and 3) economic.

They have triggered a process in which geographic distance became a factor in establishing
and supporting links nonessential border economic relations, international political and
sociocultural that we call globalization. This internationalization potential relationships and
dependencies causes plan deficits democratic, environmental, social and safety and effects
such as changing attitudes and administrative deficiencies. Some specialists consider
globalization as a human factor integration into the global community, providing a venue new
systems of global governance and global civil society. Others relate to the process of
globalization with hostility, even fear, believing that it causes uneven growth among nations,
causing unemployment and threaten living standards and social process. Globalisation
extensive opportunities arise for real development globally, but they are manifested through
unequal progress regions. Some countries integrate into the world economy at a rate much
higher than others. Countries that have managed to become part of a unified global growth
presents more significant and substantial decreases in unemployment and poverty. At the
same time, economic crises have shown that the associated opportunities and risks of
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globalization involve social, economic and environmental degradation, which is caused by
increased poverty.

In general, the main characteristics of globalization include increased global

interdependencies between all economic actors, internationalization of production and trade,
a new international division of labour, new movements of migration, a new competitive
environment, and liberalization of financial markets, free movement of capital, goods, people
and information. In the ordinary acceptation, globalization is considering defining processes
on the integration of capital markets and the privatization of commercial production and the
means of production. Globalization is all about high mobility of labor, about the distribution
of income across countries, about removing the existing fragmentation in the world economy.
Globalization of the economy can be defined as the process of growth, a particularly dynamic
interdependencies between national states, due to the expansion and deepening of
transnational connections throughout the wider and more varied economic, political, social
and cultural spheres. Globalization is the stage reached by the secular process in the
internationalization of economies and economic activities, as a result of mutations occurring
in the domestic and international economic structures.

Globalization and Organizational Culture

Globalization is considered to be a result from the development of knowledge. Above all, the
development of technology that enabled the creation of organizations without borders, then
the development of science, economics, management and the development of many other
areas that have an indirect impact on the development of globalization. Today, the tendency
towards the creation of a single market allows the free flow of goods and capital, better
availability of information, monitoring of competition, availability of labour force and many
other benefits. With such movements one can freely say that today's world is characterized
not only by globalization, but by liberalization as well and a high degree of technical -
technological development, which greatly influence the overall economic processes. In this
context, when a significant interaction between geographic regions is exercised, the result is a
change of many previously established cultural relations, to which all those who intend to
succeed in this global world need to adapt.

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Before this time that this piece distinguishes as ‘an era of globalization’, the business world
was very different. A lot less multinational enterprises; world was more homogenous and
organizational behaviour was easier to monitor and control when people shared more
similarities. Globalization is considered to be a result from the development of knowledge;
above all the development of technology that enabled the creation of organizations without
borders. The tendency towards the single market allows the free flow of goods, people and
capital, better availability of information, monitoring and competition and many other
benefits. With such movements, the organizations must have had the ability to change and
adopt (Stefanovska & Tanushevski, 2016).

Organizational change is an initiative which alters critical processes, which in turn influences
individual behaviours that subsequently impact on organizational outcomes (Van Tonder,
2004). Change can be planned or unplanned. (Hartel and Fujimoto, 2006) said that
“organizational change is any alteration whether planned or unplanned that causes a shift in
the status quo and that affects the structure and resources of an organization”. However, in
the business world we are living in today change has become more of a planned thing so as to
improve organisations’ effectiveness. There are a lot of forces driving change internally and
externally and these influence organisations to change their systems and ways of doing
things. Some of these forces include technological changes, change in demographic patterns,
social responsibilities, the change in economy and globalization. Organizational change is
therefore a planned change of the organizational systems, structures, people, and technology
in order to improve the operations effectiveness of the organization (Cawsey et al, 2012). An
organizational structure defines how job tasks are formally divided, grouped and coordinated
(Robbins and Judge, 2011).

Organizational change is an ambitious objective which involves different actors of

organizations, often employees and managers. From the managements' perspective resistance
is the behaviour of organization’s members who refuse to adopt an organizational change
(Chew et al., 2006). Resistance to change was studied through various models of resistance
and the two most important are: a psychological model and a systems model. The
psychological model of resistance states that in basic human characteristics resides the source
of resistance to change: personalities, perceptions and needs. The idea of change suggests
itself for most people a kind of manifestation of resistance response, often caused by
uncertainty, lack of tolerance and threatened self-importance. The basic principle of the

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systems model of resistance is that resistance to change shows that the members of the
organization feel uncomfortable with the modifications required by the change, it is not a
change per se that people resist but the changes associated with it, such as losing their
comfort or something that are satisfied with. There are also others models which study
resistance to change, such as: organization’s culture, institutionalized resistance to change,
and so on. When it comes to the organizations’ culture, employees are sharing common
organizational standards and norms which influence their behaviour and any attempt to
change its core elements must be thoroughly designed because other ways might meet
employee resistance.

While the institutionalized resistance to change explains that the organizational members
perceive the change as being unnecessary and therefore they manifest resistance to it.
Besides these theoretical models, in reality resistance may be summarized as any
employee actions perceived as attempting to stop, delay, or alter change. Resistance to
change is not the fundamental problem to be solved. Rather, any resistance is usually a
symptom for more basic problems underlying a particular situation. Resistance can therefore
serve as a warning signal for managers. There are a variety of factors which can lead to
resistant behaviour, according to their nature we can classify in: psychological, economic and
social factors. An important role in organizational change it is played by social factors,
furthermore by the management factors. Inappropriate or poor management style also
contributes to resistance.

Today, the organizations that still decided to participate in the international market,
communicate and compete within the frames of multiple states, so it is quite obvious that in
order to maintain competitiveness in the long term, it is necessary to adapt their organizations
to the culture in the market context they perform. This of course is especially pronounced in
multinational organizations, which in the literature are commonly termed as supranational
organizations. This is confirmed by numerous studies on this topic, indicating that the
changes occurring as a result of the inevitable interaction of organizations in the world
market should be considered not only in economic terms but also from the perspective of the
changes occurring in two other important spheres of social life, these being politics and
culture. Moreover, the world society is not a mega national society that contains and
dissolves all societies in itself, but a world horizon characterized by diversity and non-
integration. Therefore, the organizations that are participating in the international market,

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need to monitor the changes occurring in all the three dimensions-economy, politics and
culture-because all three are mutually conditioned and penetrate each other.

Implication of Globalization on Organization Culture

Training and Development

Training refers to a method used to give new or present employees skills they need to
perform their jobs, improving quality of work require remedial- education training,
employees need skills in team building, decision making, employee’s relation and
communication to enhance performance and development of employee’s skills. Performance
analysis becomes important with increase globalization leading to improved technology in
this case to achieve millennium development goals that is important for all organizations to
determine the training needs of human resource available in the organization and aim at
improving them. Thanks to globalization organizations are now able to use internet for
training workers, e-learning, distance learning, off the job training etc to equip their
employees with necessary skills to carry out their jobs.

Recruitment and Retention

The contemporary global economic order, therefore, has changed the economic environment
and it has influenced the functioning of industries, more closely having impact on recruitment
and retention. Thus, both social and economic developments are under influence engulfing
the phase of technological innovation and global competition. There are many factors,
internal and external, which have an influence on employee, particularly in relation to
retention. Retaining the talented people in an industrial setup has become much more
difficult process in the scientific industries due to various factors in the materially conscious
globalizing world of today. Both organizational and personal factors are realized by many as
important factors to be reckoned in this connection. It is expected that high potential
employees will have a higher employee retention rate than non-high potential employees
since industries invest more in high potential employees and they experience more
responsibility, career opportunities, and self-steering. In this respect, the level of education
also has a role to play in areas of employee retention because of its relationship with
organizational commitments and objectives.

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Thus, a positive relationship in reference to age, experience, education and seniority by the
management of industries are more important for retaining the work forces from bottom level
to middle level and middle level to top level management making the industries function
more effectively and consistently leading to sustainable growth and development on the basis
of meritorious competition. A manager seated at top-level of management, therefore, should
take every layer of workforces into confidence without discriminating whether he or she is
employed at middle or bottom level management. Due to the impact of globalization, as
stated, the process of recruitment and retention has undergone tremendous changes not only
in Malaysia but also in various nations of the world. Different countries have been
experiencing differently in these areas. It is important to note some of them here for the
purpose of understanding the differences among nations in related disciplines of human
resource management.

Wages Scheme

Increased globalization is the international integration of markets for goods, factors, and
technology has coincided in the past two decades with a shift in labor demand away from
less-skilled workers toward those with more skills. This shift in labor demand has produced a
widening of the gap in wages between the two groups of workers, however it also rises in
income inequality and unemployment, primarily among low-skilled workers. Much of the
concern about the effects of globalization has focused on the impact of imports from
developing countries on wages, employment, and income inequality. However, the
consensus of empirical research is that increased trade accounts for only about 10 to 20
percent of the changes in wages and income distribution in the advanced economies. The
more important influence on labor markets in the 1980's and 1990's has been a technology-
driven shift in labor demand away from less-skilled workers and towards more-skilled
workers.

This has resulted in increased wage inequality in some countries including in Malaysia.
Increased capital mobility, including the "outsourcing" of production to low-wage countries,
as well as immigration from developing countries to the advanced economies appear to have
had only modest effects on labor markets in the advanced economies. Nonetheless, increased
globalization can increase the sensitivity of wages and employment to external shocks and
thereby contribute to increased job insecurity. Moreover, the burden of adjusting to changes

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in the global economy falls most heavily on low-skilled workers. Policymakers must keep in
mind potential social dislocations from these changes and ensure that those who are displaced
do not become marginalized. It is important, however, that any policy actions do not impede
adjustment, but rather provide incentives for workers and firms to adjust to and therefore gain
from changes in the global economic environment.

Gender Equality

The world has witnessed an enormous economic transformation over the past decades,
fostered by increasing global flows of goods and services, technology and information.
These changes have transformed the way domestic and global markets and institutions
function, and have thus changed the economic landscape for individuals, households, firms,
and governments. Globalisation has brought increased access to economic opportunities.
Trade openness and the spread of information and communication technologies (ICTs) have
increased women’s access to economic opportunities and in some cases increased their wages
relative to men’s. Growth in export and ICT-enabled sectors, together with a decline in the
importance of physical strength and a rise in the importance of cognitive skills, has increased
the demand for female labour. ICT has also increased access to markets among female
farmers and entrepreneurs by easing time and mobility constraints.

There are also several factors associated with a more global world strengthen the incentives
for action toward greater gender equality: 1) gender inequality is more costly in an integrated
world because it diminishes a country’s ability to compete internationally, particularly if the
country specializes in female-intensive goods and services, 2) international peer pressure has
also led more countries than ever to ratify treaties against discrimination and 3) growing
media exposure and consumers’ demands for better treatment of workers has pushed
multinationals toward fairer wages and better working conditions for women. Today,
globalization brings a great positive impact towards an organization as it increases access to
information, primarily through television and the Internet, which allows countries to learn
about social mores in other places, which can change an organization perceptions and
promote the adoption of more egalitarian attitudes. In a different context, globalization
brings economic empowerment for women reinforces this process by promoting changes in
gender roles and allowing women to influence time allocation, shift relative power within the
household and exercise agency more broadly.

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In short, globalisation has the potential to contribute to greater gender equality in an
organization. However, in the absence of public policy, globalisation alone cannot end
gender inequality. Despite significant increases in agency and in access to economic
opportunities for many women in many countries, large gender gaps remain in some areas.
Public action is needed to close gender gaps in endowments, agency, and access to economic
opportunities. Only then will countries be able to capitalize on the potential of globalisation
as a force for greater gender equality.

Employee’s Perception Towards Organizational Change

Perception is a person‘s view of reality which is influenced by the person‘s values. However,
some studies offers a different definition of perception as ―the process by which people
select, organize, interpret, retrieve and respond to information from the world around them.
This information is obtained from the five senses (sight, hearing, touch, taste and smell).
(Ongaga, 2012) indicates that individuals pass through a step of processes to reach their
decision. Perception is also known as the process by which an employee organizes and
interprets his/her impressions in order to give meaning to his/her environment and thus, it
influences significantly his/her workplace behavior. The evidence suggests that what
individuals perceive about their work situation influences their attitudes and behavior during
organizational change.

Relationship Between Independent Variable and Dependent Variable

The two main variables in an experiment are the independent and dependent variable. An
independent variable is the variable that is changed or controlled in a scientific experiment to
test the effects on the dependent variable. A dependent variable is the variable being tested
and measured in a scientific experiment. The dependent variable is 'dependent' on the
independent variable. As the experimenter changes the independent variable, the effect on
the dependent variable is observed and recorded. In this study, the impact of globalization
would be the independent variable whereby the level of resistance among employees in an
organization would be the dependent variable.

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Chapter Three

Research Methodology

The research was designed using both human resource professional experience by conducting
interviews as well as theoretical knowledge. The following section provides an explanation
of the processes and methodology used throughout this study.

The research follows the process of theory-based research (Dooley, 1995) which focuses
more on 'theory-then-research' than 'research-then-theory' (Franfort-Nachmias and Nachmias
1996). The research pays attention on the qualitative process through the interviews that will
see in-depth understanding of the issues and attempts to portray phenomena without testing
for casual patterns. It describes a social process as asked by the research interview questions
from the point of view of particular actors (in this case mainly human resource professionals
in the multinational companies in Kuala Lumpur). I assume that by using: 1) qualitative, 2)
inductive and 3) descriptive as main methods the most reliable answers can be found.
Connecting these theories to practises that can be identified in multinational organisations’
day-to–day activities a valid and honest answer can be achieved. The aim when forming
research interview questions was to combine subjects from both dimensions of national
culture and dimensions of organizational culture to achieve a confident level of understanding
of the overall culture, values and habits and how globalization has affected these.

Research Framework

After careful consideration, the I have concluded that qualitative answers would provide
more valuable information considering the complexity of main issues 1) globalization and
organizational changes and 2) employees resistance towards these changes. The interviews
will discuss with an explorative method based on observations. Interviews as a qualitative
research technique involve conducting intensive discussions with a small number of
respondents to explore their perspectives on a situation, idea or program. The questions will
be formed according to an observational technique to identify what the respondent have felt,
thought and experienced.

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Qualitative research is described to be concerned with subjective assessment of attitudes,
opinions and behaviour therefore was the most suitable research methodology. The
methodology includes a combination of an inductive and deductive approach, where the
deductive approach is based on a theory and the inductive on empirical experiences. Focus is
on inductive reasoning which is based on observations for ‘pattern of the development of
explanations’. The aim of the inductive approach is to create a pattern of theories that can be
viewed as hypotheses. Inductive reasoning includes detailed observations and then moves
towards more abstract generalisations and ideas; suitable for research where subjects are not
easy to measure or identify directly and because the nature of the research and for greater
understanding existing theories are used as well.

The research type is descriptive interviews, which included enquiries about the state of affairs
as it exists at present and the questions were formed as structured open-response interview for
factual information and evaluative comments. This way of interviewing is efficient because
answer generates are often close to reality (Kothari, 2004). Interviews as a research method
has advantages and disadvantages; advantages being the flexibility, focus and reliability,
disadvantages being time-consuming, difficult to arrange and possibility for
misunderstanding (King, 1994).

Definition of Variables

Globalization is the independent variable of primary interest. This study seek to capture both
the influence of globalization as a whole as well as its relevant sub-components: economic,
social and political globalization dimensions. Since resistance has more than one name, it
tends to be regarded as an element of organization that is dependent on other organizational
elements, thus, it is specified as a dependent variable. Resistance to change has been
identified as a negative and undesired response for organizations because it can lead to
failures of change efforts. Employees have a lot of reasons to resist the change. When
change initiatives are implemented within an organization, employees may experience
considerable anxiety about letting go of the known and moving to an uncertain future. People
may be unsure whether their existing skills and contributions will be valued in the future.
They may also have significant questions about whether they can learn to function effectively
and to achieve benefits in the new situation (Tichy, 1993). This resistance to change can be

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divided into three main classifications: technical resistance, political resistance, and cultural
resistance.

Hypotheses

Globalization as an ongoing process allows and promotes the development of economy of big
countries as well as developing countries that are seeking their place in the global market.
Interactive communication has been enabled between people, companies, civil society
organizations and other institutions, whose needs can be met over the internet anywhere in
the world and at any time. Also, professional and competent human resources are needed and
therefore it is necessary to invest in new knowledge, innovation, new technologies and
lifelong learning. In this environment, management sets its strategic goals through which it
will be able to carry out the plans for the sale of products or services. Nowadays, a manager
has to have interdisciplinary skills and lifelong education because only in this way it is
possible to respond to the constant and rapid changes in the world. The relationship between
organizational culture and globalization hypotheses are as follow:

H1 : Organizational culture is positively correlated with globalization.

H2 : Globalization is positively correlated with the employee resistance.

Research Design

The process constructs an explicit theory and model and then sets up a number of
propositions derived from those theories or models for empirical investigation. These
propositions will be rejected or proved by empirical data. The results will then determine
whether changes reflect the theory or models in terms of confirmation, improvement or
change. However, some investigation of a phenomenon may result in a new idea or
proposition which will be integrated with the main analysis.

While conducting this research, ethical measures will be taken into account. I will not
publish the outcome of the research without the full consent of the respondents and will
observe the issue of confidentiality. I respect the issue of anonymity and informed consent.
The interviewees will be informed and given the option of remaining anonymous and their

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right to privacy. The limitation that might exists for this study is that the topics of
organizational culture as well as concept of globalization are highly controversial and
common agreeing on terminology is not shared universally. Both main topics are
exceptionally wide and as discovered in the literature review opinions vary greatly. Besides
that, the area where the study will be conducted is only within Kuala Lumpur, hence the size
of the sample are relatively small.

Unit Analysis

It should be noted that the research focuses on multinational companies in Kuala Lumpur and
uses case studies of human resource professional in the respected company which have
experience in dealing with employee's resistance and to focus on these aims: 1) identify the
presence of organisational culture, 2) identify impacts of globalisation and 3) evaluate a
cause-effect relationship. Thus, the outcomes will be specific rather than general. However,
some outcomes may provide lessons that can be generalised for application to other
industries.

Sample Design

A sample design is the framework, or road map, that serves as the basis for the selection of a
survey sample and affects many other important aspects of a survey as well. In a broad
context, survey researchers are interested in obtaining some type of information through a
survey for some population, or universe, of interest. One must define a sampling frame that
represents the population of interest, from which a sample is to be drawn. The sampling
frame may be identical to the population, or it may be only part of it and is therefore subject
to some undercoverage, or it may have an indirect relationship to the population. This study
focuses on the respond from human resource professional in several multinational companies
in Kuala Lumpur respond towards the organizational culture changes towards globalization
mainly on the employee's resistance. The research approach is non-experimental and
qualitative.

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Data Collection Method

For the purpose of this research, in person interviews is going to be the main tool which aims
to: 1) identify the presence of organizational culture, 2) identify impacts of globalisation and
3) evaluate a cause-effect relationship. This is the most common form of an interview.
These type of interviews include face to face conversation with the candidate and the
interviewer. Though it is not as stressful and hectic as a group interview or a panel interview,
candidates are still pressured to make a good impression on the interviewer. In this study, the
output of the interview will solely depends on the respond of the human resource
professionals where the possibility of lying or bluffing are relatively low as there is a high
chances of clarifying doubtful respond received immediately. Besides that, interviewers can
establish rapport with participants to make them feel more comfortable, which can generate
more insightful responses especially regarding sensitive topics. Other than that, interviewers
have greater opportunity to ask follow-up questions, probe for additional information, and
circle back to key questions later on in the interview to generate a rich understanding of
attitudes, perceptions, motivations, etc.

Data Analysis Method

Content analysis was used to analyze the data which was gathered from personal
interviews. This is the type of research whereby data gathered is categorized in themes and
sub-themes, so as to be able to be comparable. A main advantage of content analysis is that it
helps in data collected being reduced and simplified, while at the same time producing
results that may then measured using quantitative techniques. Moreover, content
analysis gives the ability to researchers to structure the qualitative data collected in a
way that satisfies the accomplishment of research objectives. However, human error is
highly involved in content analysis, since there is the risk for researchers to
misinterpret the data gathered, thereby generating false and unreliable conclusions.

Summary

In this paper, the research questions will be concluded based upon the analysis introduced as
artefacts; exposed values that resulted as shared basic assumptions and exposed values. As
presented earlier, the research aims are the following: (1) identify the presence of

[17]
organisational culture (2) identify impacts of globalisation and (3) evaluate a cause-effect
relationship. I believe that the research will responded to the aims in some levels. Evidence
on human actions in several organisations established by culture towards the globalisation
can be identified; therefore the research will serves some value.

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