Organizational Culture, Leadership Behaviors, and Employee Attitude in Chinese SMEs＂ Empirical Evidence.pdfVIP

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