Organizational Culture, Leadership Behaviors, and Employee Attitude in Chinese SMEs" Empirical Evidence.pdf
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China-USA BusinessReview,ISSN 1537-1514
November2013,Vo1.12,No.11,1085-1095
昔Ll墨 HlN 《
OrganizationalCulture,LeadershipBehaviors,andEmployee
AttitudeinChineseSMEs:EmpiricalEvidence
YuLiu
KyushuUniversity,Fukuoka,Japan
Thisstudy examinestheimpactoforganizationalcultureon leadership behaviors,aswellastheinfluenceof
leadershipbehaviorsonemployeeattitudeinChinesesmallandmedium-sizedenterprises(SMEs).Basedon
previousresearches,thisstudyestablishesaconceptualmodelthatindicatesthetwotypesofinfluentialrelationship.
Dataraecollectedfrom 515subordinatesof23SMEsinChengduofSichuanprovince.Byusingstatisticalmethods,
findingsofthisstudyareconcluded.Directionsforfutureresearchraealsodiscussed.
Keywords.organizationalculture,leadershipbehavior,employeeattitude,SMEs
IntrOductiOn
Duringthelastthreedecades,Chineseeconomyhasexperiencedaprolongedtransition from centrally
planned economyto socialistmarketeconomy.In thetransitionperiod,thenation’spolitics,economy,and
culturehave been greatly changed,whilethemostattractive oneisthatChinesesmalland medium-sized
enterprises(SMEs)havedrasticallyflourished.Tillnow,ithasalreadybecomethevitalfactorfortherapid
developmentoftheChineseeconomy.In2008,thenumberofChineseSMEsroseupto42.8millionwhich
accountsofr99.25percentofallenterprises.Till2009,SMEsin Chinahademployedaround 78percentof
workforce.SMEsexportsamountedto68.65percentoftotalexportsinChinain2006.
AstothereasonsunderlyingtheflourishofChineseSM Es,twomainfactorscanbeconcluded.Oneisthe
upgradingofhumanresourcesinbothquantityandquality inChina.Anotheroneisthemostimportantrole
thatentrepreneursplayinthedevelopmentofChineseSM Es.Indetail,Chinahasover1.37billi
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