Relationships between employee commitment and organizational cultures: a theoretical framework

2018 ◽  
Vol 26 (3) ◽  
pp. 398-414 ◽  
Author(s):  
Zoltán Krajcsák
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Employee Commitment ◽  
Theoretical Framework ◽  
Cultural Dimensions ◽  
Research Activity ◽  
Content Type ◽  
Self Evaluation ◽  
The Individual ◽  
The Relationship

Purpose The purpose of this study is to describe the relationship between organizational commitment and organizational culture with self-evaluation as a mediator variable. The theoretical framework evaluates the culture–commitment relationship based on the characteristics of the individual and underpins explanations of commitment patterns assigned to certain dimensions of organizational culture. Design/methodology/approach The study uses a purely theoretical approach, an instrument of which is abstract model creation. Findings The individual factors that reinforce deliberate, affective and professional commitment are the hierarchy culture; self-esteem; and self-efficacy, respectively. Research limitations/implications The existence of the relationship between the four factors of self-evaluation and the dimensions of the competing values framework (CVF) can be justified by secondary data analysis, although the direction of the causality is still questionable. Practical application of the theoretical model should be supported by empirical analyses in the future. Originality/value Research activity in organizational psychology is still mapping the elusive relationship between organizational culture and organizational commitment. In terms of organizational culture, the model is based upon the CVF and uses the five-dimension model of employee commitment instead of the mainstream concept of organizational commitment. This theoretical framework is suitable for evaluating the relationship between organizational culture and commitment when considering the individual features of the employee and supports the explanation of commitment patterns assigned to cultural dimensions.

How organizational culture shapes employee commitment: key influence of self-evaluation

2019 ◽  
Vol 27 (4) ◽  
pp. 40-43
Keyword(s):  
Organizational Culture ◽  
Design Methodology ◽  
Employee Commitment ◽  
Valuable Insight ◽  
Content Type ◽  
Self Evaluation ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications ◽  
Insight Into

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The relationship between employee commitment and organizational culture is complex and multi-dimensional. Different aspects of self-evaluation influences this relationship and exploration of this can enable valuable insight into what form of commitment is most likely within specific firm cultures. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Manufacturing network integration and culture: an institution-based view

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Maricela C. Arellano ◽  
Cristina Sancha ◽  
Torbjørn Netland ◽  
Cristina Gimenez Thomsen
Keyword(s):  
Organizational Culture ◽  
Cultural Dimensions ◽  
Global Network ◽  
Institutional Environments ◽  
Network Integration ◽  
Content Type ◽  
Study Results ◽  
Manufacturing Network ◽  
The Relationship

PurposeIn pursuit of increased competitiveness, global manufacturers often seek tighter integration among the plants in their production networks. However, this is a challenging task because plants are dispersed across multiple institutional environments. Although the literature provides abundant evidence of how formal institutional environments affect the integration among plants, little is known about the role of the informal institutional environment – such as culture. In this study, the authors investigate the relationship between different dimensions of culture and manufacturing network integration.Design/methodology/approachThe authors combine survey data from the most recent International Manufacturing Strategy Survey with secondary data that capture cultural dimensions. They then analyze the responses from 581 assembly plants in 21 countries obtained from the survey using a multilevel regression model.FindingsThe study results show that plants located in masculine and long-term-oriented national cultures are associated with lower levels of integration with other plants. The results for the other four Hofstede dimensions of national culture were not statistically significant. At the level of organizational culture, the authors found that a collaborative plant environment positively relates to higher levels of network integration. They did not find statistically significant evidence for the relationship between cultural or geographical distance and network integration.Practical implicationsThis research provides managers with practical insights into the types and combinations of cultural environments that affect the integration of plants in a global network. This knowledge is useful for informing effective integration strategies and tactics.OriginalityThe authors provide new, empirical evidence of the relation between the informal institutional environments of a plant and its integration in a manufacturing network. Drawing on an institution-based view, they contribute to the literature on manufacturing networks by discussing and testing empirically the role of national and organizational culture in network integration.

The relationship between marketing culture and organizational commitment

2016 ◽  
Vol 12 (1) ◽  
pp. 66-80 ◽  
Author(s):  
Seda Yildirim ◽  
Ali Acaray ◽  
Burcu Candan
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Significant Relationship ◽  
Service Sector ◽  
Banking Sector ◽  
Survey Method ◽  
Main Hypothesis ◽  
Continuance Commitment ◽  
Content Type ◽  
The Relationship

Purpose – The purpose of this paper is to find out whether there was a significant relationship between marketing culture and organizational commitment. In addition, relations between dimensions or marketing culture and dimensions of organizational commitment were investigated. Prior studies have shown that there were significant relationships between organizational culture and organizational commitment. Accordingly it is that there is a significant relationship between marketing culture and organizational commitment. Design/methodology/approach – This research collected data via survey method in Istanbul, Turkey. The survey forms were implemented to employees who were selected by convenience sampling method from one private bank’s agencies and 318 employees participated to the survey implementation. Findings – With the help of canonical correlation analyze, it was found out that there was a significant relationship between marketing culture and organizational commitment. Accordingly the main hypothesis was supported. Also relations between dimensions of marketing culture and dimensions of organizational commitment were concluded through their canonical loadings. Research limitations/implications – This study used two main scales from the literature to determine marketing culture and organizational commitment. For marketing culture, Webster’s (1990) marketing culture scale was preferred to determine marketing culture of employees. Organizational commitment was evaluated in three basic dimensions as affective commitment, continuance commitment and normative commitment according to Meyer and Allen’s (1997) scale. For future studies, different types of scales can be used differently in another service sector or business. The results can give some useful information essentially for managers from banking sector. Originality/value – This study has an important originality as being the first one that investigates the relationship between marketing culture and organizational culture in a related literature. So it is thought to show significant relations between marketing culture’s factors and organizational commitment’s factors.

Mapping the TQM implementation

2018 ◽  
Vol 25 (8) ◽  
pp. 3081-3116 ◽  
Author(s):  
Vimal Kumar ◽  
R.R.K. Sharma ◽  
Pratima Verma ◽  
Kuei-Kuei Lai ◽  
Yu-Hsin Chang
Keyword(s):  
Organizational Culture ◽  
Cultural Dimensions ◽  
Strategic Orientation ◽  
Adoption Process ◽  
Total Quality ◽  
Strategic Choices ◽  
Content Type ◽  
The Subject ◽  
Business Competitiveness ◽  
The Relationship

Purpose Culture is considered as one of the variables that influence the total quality management (TQM) adoption process. The purpose of this paper is to explore the relationship between cultural dimensions and the strategy of the firms in TQM implementation. These relationships are the subject of prior research. Furthermore, the authors make a comparative analysis of cultural dimensions on strategic choices of the firms, i.e. innovators, prospectors and defenders in TQM implementation. Design/methodology/approach From the existing literature review on TQM practices and organizational culture, 14 cultural dimensions were employed with organizational strategy in this present study. By using survey data collection method, 111 Indian firms were selected. The authors considered three strategy parameters and six structural attributes to identify the strategy of the firms, namely innovators, prospectors and defenders identified using cluster analysis. Furthermore, the relationship between organizational culture and strategy was examined using one-way ANOVA approach. Findings The results of the study revealed that eleven of the fourteen hypotheses supported which relating the cultural dimensions to TQM implementation with the strategic orientation. With the help of significant related values of cultural dimensions to the particular strategic firms, it is also found that implementation of TQM is easy or not. Some of the organizations with a particular strategic orientation will be able to implement TQM easily and successfully but some organizations will have difficulty to implement it successfully. Practical implications The firms hold their importance with respect to the different strategic orientation toward the various aspects of organizational cultures and TQM approaches in its implementation. Managerially, due to increased business competitiveness and economic pressures, top management sees the way in adopting TQM practices to achieve a competitive advantage. Apparently, it is evident that matching of TQM practices for a different strategy of the firms with various cultural dimensions leads to the smooth functioning of the organization. This study helps to the current organizations in implementing TQM with their respective culture. Originality/value This research can be useful for three strategic firms, namely innovators, prospectors and defenders to achieve effective implementation of TQM practices with consideration and understanding of the advantage of each culture dimension. The framework of the current study represents the effectiveness in assessing the TQM practices in individual cultural dimensions and its significant role.

The effects of organizational culture and commitment on employee innovation: evidence from Vietnam’s IT industry

2019 ◽  
Vol 13 (4) ◽  
pp. 719-742 ◽  
Author(s):  
Vinh The Nguyen ◽  
Sununta Siengthai ◽  
Fredric Swierczek ◽  
Umesh Kumar Bamel
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Corporate Culture ◽  
Quantitative Research ◽  
Well Being ◽  
Cross Sectional Survey ◽  
It Industry ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose This paper aims to analyze the relationship between organizational culture (measured by mission, involvement, consistency, adaptability and well-being), employee organizational commitment and employee innovation in the Vietnamese IT industry. Design/methodology/approach This is a quantitative research using perceptual scale questionnaire survey developed based on the literature review and in-depth expert interviews. A total of 319 IT professionals working in Vietnam participated in the survey. The data were analyzed using multiple regression analysis. Findings The results suggest that overall organizational culture and organizational commitment are positively and significantly related to employee innovation. A closer look reveals that out of the organizational culture’s five dimensions, mission, adaptability and well-being are found specifically and significantly related to employee innovation. Research limitations/implications The study used a cross-sectional survey where case studies of longitudinal study may add more insight. Further, the Denison organizational culture survey instrument might be subjective. Finally, there may be also some moderating or mediating effects that are not taken into account in this study. Practical implications The enhancement of adaptability, well-being, mission and commitment can increase employee innovation in the IT industry. Originality/value This paper contributes to the literature and practice by demonstrating the relationship between corporate culture and organizational commitment on employee innovation in a developing country (i.e. Vietnam).

The relationship between organizational commitment, knowledge transfer and knowledge management maturity

2019 ◽  
Vol 23 (3) ◽  
pp. 489-507 ◽  
Author(s):  
Juliano Martins Ramalho Marques ◽  
Jefferson Lopes La Falce ◽  
Fernanda Machado Fonseca Ramalho Marques ◽  
Cristiana Fernandes De Muylder ◽  
Jersone Tasso Moreira Silva
Keyword(s):  
Developing Countries ◽  
Knowledge Management ◽  
Organizational Commitment ◽  
Public Sector ◽  
Knowledge Transfer ◽  
Structural Equations ◽  
Content Type ◽  
The Public ◽  
The Individual ◽  
The Relationship

PurposeThis paper aims to analyse the relationship between the organizational commitment, the knowledge transfer and the knowledge management maturity at a Brazilian public university. As indicated in the literature, the organizational commitment and the influence on knowledge management in the public sector, especially in developing countries, configures an important gap to be filled (Razzaq et al., 2018).Design/methodology/approachThe research has a descriptive and quantitative nature, and to run the analysis, an exploratory factorial analysis was conducted and after that a structural equations modelling was carried out.FindingsThe results indicated a significant relationship between the organizational commitment to the knowledge transfer and, consequently, to the knowledge management maturity.Originality/valueIn the first place, the model including all dimensions of commitment: affective, calculative and normative with knowledge transfer and knowledge maturity was not tested before. Second, data on the public sector in developing countries are still rare and studies in this field encouraged (Razzaq et al., 2018). In this case, the present study contributes in this field, specifically in the education sector. Finally, understanding the individual commitment profile helps to understand the extent to which that person contributes both to the knowledge transfer, and therefore, in the same analogy, to the knowledge management maturity level.

scholarly journals PENGARUH KARAKTERISTIK INDIVIDU, BUDAYA ORGANISASI, DAN KOMITMEN ORGANISASI TERHADAP KINERJA KARYAWAN DENGAN MOTIVASI SEBAGAI VARIABEL MODERASI (STUDI PADA KARYAWAN INSTALASI RAWAT JALAN RSUD DR. SAIFUL ANWAR MALANG)

2016 ◽  
Vol 7 (2) ◽  
pp. 153
Author(s):  
Susi Susanti
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Employee Performance ◽  
Individual Characteristics ◽  
Partial Least Square ◽  
Least Square ◽  
Outpatient Hospital ◽  
Individual Character ◽  
The Individual ◽  
The Relationship

This study aimed to examine the effect of the relationship of individual characteristics, organizational culture, and organizational commitment to employee performance and motivation as a moderating variable in the study of plant employees outpatient Hospital Dr. Saiful Anwar Malang. Poor This research is explanatory. Samples in this study used a sample of 113 respondents 84 employees who work on installation of outpatient Hospital Dr. Results of analysis Partial Least Square (PLS) This study shows that the individual character relationships, organizational culture, different organizational commitment remains significant positive effect on employee performance, motivation to strengthen the relationship between individual characteristics, organizational culture, and organizational commitment to employee performance.Keywords: individual characteristics, organizational culture, organizational commitment, motivation, employee performance.

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

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