Business Research Method

Running head: BUSINESS RESEARCH METHOD
Business Research method

BUSINESS RESEARCH METHOD 2
Table of Contents
Title of the study.............................................................................................................. 3
Introduction.................................................................................................................... 3
Background of the Study................................................................................................ 3
Management Process..................................................................................................... 6
Trust......................................................................................................................... 6
Communication............................................................................................................ 6
Intercultural competence................................................................................................. 7
Research Methods............................................................................................................ 7
Research Model........................................................................................................... 8
Sampling.................................................................................................................... 9
Data Collection Methods.............................................................................................. 10
Data analysis method................................................................................................... 10
Ethical Considerations................................................................................................. 11
References................................................................................................................... 13

BUSINESS RESEARCH METHOD 3
Title of the study
The title of this study is to investigate on “Critical Operational factors and operational
performance of MNC in the Malaysian Health Care: The moderating role of intercultural
competence".
Introduction
Background of the Study
In the current scenario, critical operational factor and operation performance of MNC has
gradually augmented but evaluation of formal employee was in existence since centuries. Critical
operational factor entails the systematic procedure, which leads the integrated as well as,
strategic intent with respect to annual peer workforces (Aquilani, Silvestri, Ruggieri, & Gatti,
2017). They also eventually use the yardsticks for evaluation of rewards, for identification of
capability development as well as, for obtaining the performance improvement plan to offer an
opportunity to employees in terms of enhancing their performance. As well as, if it would not be
competent of much enhancement then there would need to pull the employees (Rezaei, et. al.,
2017).
Operational performance is obtained in terms of documented the performance, facilitate feedback
for within individual as well as, promotion purposes among individuals. The need for
identification of the critical operational factors and operational performance is the availability of
significant execution as well as, developed an organizational design as well as, management
system. Along with this, ample of time as well as, resources were spent on this annual evaluation
that it turns out to be a ritual procedure (Khan, Sentosa, & Salman, 2018).
Problem Statement

BUSINESS RESEARCH METHOD 4
The research issue is originated through gaps creating from different kinds of literature reviews
and those resultants in investigation theme being “Critical Operational factors and operational
performance of MNC in the Malaysian Health Care: The moderating role of intercultural
competence". There are some organizations that were developed since a long era and that went
via several mergers as well as, acquisitions. However, it was avoided in terms of evaluating the
validity of critical operational factor and operational performances (Kasemsap, 2018).
It was sub-optimal as well as, does not really drive the performance as well as, may relate them
in terms of frequent transformations in organizational ownership. Moreover, it brought with the
rapid organizational transformations in critical factors. These critical operational factors are
communication, management as well as, trust that may affect the operational performance (Al-
Qubaisi, & Ajmal, 2018).
In current times, critical factors were sub-optimal as well as, do not really lead the performance
and could associate with them to frequent transformations in organizational ownership.
It also brought with it regular organizational transformations such as transformations in CF like
trust, communication as well as, management that influences the operational performance. In
current times, there is limited consolidated literature investigated concurrently on several critical
factors and intercultural competence as a moderator in the context of operation performance
more so as associated with MNC in Malaysian Health Care (Wen Lim, Li, Fang, & Wu, 2018).
Research Questions and Objectives
In this investigation, the critical factor for significant operational performance is assessed against
the operational performance in successively changed MNC in Malaysia. It has highly gone via
different phases of organizational transformation with the merger as well as, acquisition when
reflecting on the moderating impact of intercultural competence in the Malaysian Health Care.