scholarly journals Effects of Power Distance on Organizational Commitment: A Study on Maritime Faculty Students

2021 ◽  
Vol 9 (4) ◽  
pp. 256-265
Author(s):  
Umut Yıldırım ◽  
Arda Toygar ◽  
Ahmet Lutfi Tunçel
Keyword(s):  
Organizational Commitment ◽  
Power Distance

Country culture moderators of the relationship between gender and organizational commitment

2019 ◽  
Vol 14 (3) ◽  
pp. 389-410
Author(s):  
Mark F. Peterson ◽  
Aycan Kara ◽  
Abiola Fanimokun ◽  
Peter B. Smith
Keyword(s):  
Organizational Commitment ◽  
Social Learning ◽  
Hierarchical Linear Modeling ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Gender Effects ◽  
Large Power ◽  
Content Type ◽  
Alternative Modernities ◽  
The Relationship

Purpose The present study consists of managers and professionals in 26 countries including seven from Central and Eastern Europe. The purpose of this paper is to investigate whether culture dimensions predict country differences in the relationship between gender and organizational commitment. The study integrated theories of social learning, role adjustment and exchange that link commitment to organizational roles to explain such differences in gender effects. Findings indicate that an alternative modernities perspective on theories of gender and commitment is better warranted than is a traditional modernities perspective. Design/methodology/approach This study examined the relationship between gender and organizational commitment using primary data collected in 26 counties. The cross-level moderating effects of individualism, masculinity, uncertainty avoidance, power distance and restraint vs indulgence was examined using hierarchical linear modeling. Findings Organizational commitment is found to be higher among men than women in four countries (Australia, China, Hungary, Jamaica) and higher among women than men in two countries (Bulgaria and Romania). Results shows that large power distance, uncertainty avoidance, femininity (social goal emphasis) and restraint (vs indulgence) predict an association between being female and commitment. These all suggest limitations to the traditional modernity-based understanding of gender and the workplace. Originality/value This study is unique based on the three theories it integrates and because it tests the proposed hypothesis using a multi-level nested research design. Moreover, the results suggest a tension between an alternative modernities perspective on top-down governmental effects on commitment through exchange and bottom-up personal effects on commitment through social learning with role adjustment in an intermediate position.

How perception of training impacts organizational citizenship behavior: power distance as moderator

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Khawaja Jehanzeb
Keyword(s):  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Power Distance ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of this study is to examine the relationship between perception of training, organizational commitment and organizational citizenship behavior. Moreover, the study examines the moderating role of power distance on the relationship between perception of training and organizational commitment.Design/methodology/approachUsing stratified sampling technique, the data were obtained from 379 employees working at branches of public and private banks located in five metropolitan cities in Pakistan. To test the established hypotheses, structural equation modeling technique was adopted using Analysis of Moment Structures (AMOS) 21.0.FindingsThe findings stated a significant relationship between perception of training and organizational citizenship behavior, but there was no relationship found between perception of training and organizational commitment. Moreover, organizational commitment partly mediated the relationship between perception of training and organizational citizenship behavior. The results also described that power distance moderates the relationship between perception of training and organizational commitment.Practical implicationsThe results of the study can be beneficial for banking sector and strategy makers who have extended vision and anticipate organizational citizenship behavior from their employees. The study also offers the scope and space for the prospective researchers and scholars to carry out further research.Originality/valueThere is extensive literature available on the relationship between perception of training, organizational commitment and organizational citizenship behavior. However, it is observed that very few studies took the opportunity to examine the moderating role of power distance on the relationship between perception of training and organizational commitment, particularly in the context of Pakistan. Therefore, this study can be considered as original and have a great value in understanding the developed relationships in the scenario of Pakistan.

Does Cultural Socialization Predict Multiple Bases and Foci of Commitment?

2000 ◽  
Vol 26 (1) ◽  
pp. 5-30 ◽  
Author(s):  
Michael Clugston ◽  
Jon P. Howell ◽  
Peter W. Dorfman
Keyword(s):  
Organizational Commitment ◽  
Factor Model ◽  
Power Distance ◽  
Uncertainty Avoidance ◽  
Cultural Dimensions ◽  
Hierarchical Regression ◽  
Cultural Socialization ◽  
Normative Commitment ◽  
Continuance Commitment ◽  
Confirmatory Factor

Some organizational commitment theorists have proposed that culture is an important antecedent to organizational commitment (Meyer & Allen, 1991; Wiener, 1982). This study tests whether individualized measures of power distance, collectivism, uncertainty avoidance, and masculinity are related to an employee’s level of commitment. A nine-factor model of commitment is postulated with three bases (affective, continuance, and normative commitment) and three foci (organization, supervisor, and workgroup) of commitment. Confirmatory factor analysis provides support for the commitment model embodying all bases and foci of commitment. Hierarchical regression analysis results also suggest that cultural dimensions are significant predictors of multiple bases and foci of commitment. Specific significant results include: (1) Power distance is related to normative commitment across all foci; (2) Uncertainty avoidance is related to continuance commitment across all foci; and (3) Collectivism is related to workgroup commitment across all bases of commitment.

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