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| The Singapore Management Review (SMR) is published bi-annually by the Singapore Institute of Management. It looks into the latest business issues in Singapore and around the Asian region. Numerous researchers and academics contribute articles that focus on both local and regional business perspectives and issues. |
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Articles in Volume 32 No 2, 2nd Half 2010
Editorial Committee |
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Singapore Management Review
Editor-in-Chief
Dr Benjamin Tan Lin Boon
Associate Editors
Prof Daing Nasir Ibrahim
Prof Kau Ah Keng
Roland Tan Chee Teik
Dr Doreen Thang Chze Lin
Dr Lynda Wee Keng Neo
Willy Wong Weng Kong
Editorial Advisors
| Prof Kees van der Heijden |
University of Strathclyde, UK |
| Dr Adrian Kuah |
Nottingham Business School |
| Dr John Nirenberg |
School for International Training, USA |
| Dr Charles H Patti |
Queensland University of Technology, Australia |
| Dr Hubert Rampersad |
TPS-International Inc, California |
| Dr David Schwandt |
The George Washington University, USA |
| Prof Peter Sheldrake |
RMIT University, School of Management, Australia |
| Dr Dominic V Turpin |
International Institute for Management Development, Switzerland |
Copyright © 2013 Singapore Institute of Management.
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Articles |
Volume 32 No 2, 2nd Half 2010
Measuring Clustering Benefits and Competitiveness: What Do Players Really Value?
Adrian TH Kuah and John Day
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Clustering bestows a beneficial environment by providing potential access to valuable local resources and favourable conditions that contribute to creating competitive advantage for firms. This paper presents a novel approach by integrating two research frameworks, one from each of economic geography and country marketing planning, to measure the benefits and competitiveness of the Singapore Financial Centre. A combination of a general benefits analysis and an importance performance analysis highlights the existence of important relationships and captures the needs of players within a cluster. Thirty-three personal interviews provide the exploratory dataset and illustrate the approach. This paper is relevant both to policymakers keen to develop, or initiate clusters, as well as academics and practitioners interested in the study of international competitiveness.
Copyright © 2013 Singapore Institute of Management.
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Volume 32 No 2, 2nd Half 2010
Aligning Personal Branding with Corporate Branding
Hubert Rampersad
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Increasingly, successful companies are beginning to recognise that good brand relationships with their employees are more important than good brand relationships with their customers. They understand that employees should be happy first in order to make the customers happy and that corporate brand loyalty starts with employee’s happiness. This can be realised by the linkage between employee’s brand and corporate brand. This article proposes a holistic personal and corporate branding model that is in harmony with employee’s and corporate vision, values, competencies, and uniqueness, for the purposes of employee engagement and creating a challenged and happy workforce.
Copyright © 2013 Singapore Institute of Management.
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Volume 32 No 2, 2nd Half 2010
Affective Commitment, Employee Cynicism, and Work Engagement
June ML Poon
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This study examined the relationship between two work-related attitudes (affective organisational commitment and change cynicism) and work engagement using survey data from 92 employees of a company operating in Malaysia. Multiple regression analysis results showed that affective organisational commitment was positively related to work engagement. Change cynicism, however, was not directly related to work engagement. Change cynicism, however, was not directly related to work engagement but interacted with affective organisational commitment to predict work engagement. Specifically, change cynicism was negatively related to work engagement only among employees with low affective organisational commitment but not among those with high affective organisational commitment. The findings suggest that change cynicism does not have a detrimental effect on the work engagement of all employees, just those who are not affectively committed to their organisation. It is when employees are both uncommitted and cynical that employers should be the most concerned because work engagement appears to be at its lowest level under such a situation.
Copyright © 2013 Singapore Institute of Management.
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Volume 32 No 2, 2nd Half 2010
Human Resource Practices as a Mediator between Organisational Structure, Transformational Leadership, and Organisational Effectiveness
Soumendu Biswas
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The structure of an organisation is viewed as one of the most important variables that is affected by contingent factors and in turn, influences organisational policies and practices. Similarly, managerial leadership that causes congruity of goals between superiors and subordinates also help in shaping practices that are related to an organisation’s human resources. This paper attempts to study the influence of organisational structure and transformational leadership on human resource practices which in turn leads to organisational effectiveness. Data for the study were collected from manufacturing as well as service sector organisations in India.
Copyright © 2013 Singapore Institute of Management.
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Volume 32 No 2, 2nd Half 2010
The Malaysian Perspective of Human Resource Roles and Empowerment of the Line Managers
Yuslisa Mohd Yusoff, T Ramayah and Hazman Shah Abdullah
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This paper explores the relationship between human resource roles (administrative expert, employee champion, change agent, and strategic partner) and empowerment of the line managers in HR activities. The data were obtained from 108 large Malaysian manufacturing and service firms through mail questionnaires. Hypotheses were tested using hierarchical multiple regression analysis. The findings showed that the relationship between employee champion role is positively related with empowerment of the line. It also showed that strategic partner/change agent role had a significant effect on empowerment of the line. Contrary to expectation, administrative expert role was not significantly related to empowerment of the line.
Copyright © 2013 Singapore Institute of Management.
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Singapore Management Review
