This thesis proposes that organizational control mechanisms in small and medium enterprises (SMEs) in Hong Kong face the dynamic forces of homogenization and differentiation in a globalized environment. Other than the economic impact caused by market, resource, technology and ecological imperatives, together with the fading of national boundaries, economic interdependence and hypercompetition, globalization also drives standardization and homogenization of business practices across countries. Concurrently, globalization creates an increasing demand for localization as a source of differentiation. The emergence of hybrid capitalism forces the adaptation of organizational control in Hong Kong SMEs. Organizational control serves as a critical tool for improving productivity and competitiveness while its feedback function is essential in the adaptation process. This thesis stresses, influenced by the post-modern organizational paradigms, organizational structures and processes must correspondingly undergo adaptations. The research problem concerns the adaptation of organizational control mechanisms in Hong Kong SMEs conditional on specific internal attributes and the nature of the external environments. Through case studies in four Hong Kong SMEs, the thesis suggests that organizational control is adapted to involve employers and employees' interests, strategies and power and local cultures and contexts in its design as well as its implementation. It offers practical insights and practices to nurture an adapted and more effective organizational control system in SMEs, individually and as a sector.
|Qualification||Doctor of Business Administration|
|Award date||22 Mar 2014|
|Place of Publication||Australia|
|Publication status||Published - 2014|