Cross-cultural generalizability of the three-component model of commitment

Stanley, David J.; Meyer, John P.; Jackson, Timothy A.; Maltin, Elyse; McInnis, Kate; Kumsar, Yaprak; Sheppard, Leah D.

doi:10.1037/e518532013-301

Cited by 8 publications

(11 citation statements)

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“…In their meta‐analysis of organizational commitment research, Meyer et al (2002) found considerable support for the three‐component model in studies conducted both inside and outside North America. In a more recent follow‐up to this analysis, Stanley et al (2007) provided further support for the generalizability of the model, but also found some evidence for moderating effects of the GLOBE culture dimensions, including in‐group collectivism and power distance. For example, they found that NC related more strongly with thoughts of quitting (negatively) in countries with higher in‐group collectivism practice scores.…”

Section: Studymentioning

confidence: 52%

Employee commitment and support for an organizational change: Test of the three‐component model in two cultures

Meyer

Srinivas

Lal

et al. 2007

J Occupat & Organ Psyc

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216

236

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Although commitment is commonly identified as an essential element for the effective implementation of organizational change, little empirical evidence exists to support this claim. We conducted two studies to replicate and extend findings pertaining to Herscovitch and Meyer's three-component model of commitment to an organizational change. In the first study, we examined relations within and across time between employees' commitment (affective, normative and continuance) and level of support for a strategic initiative undertaken by a Canadian utility company in response to deregulation. In the second study, we tested the model in a sample of managers in an Indian organization undergoing major restructuring. In both studies we found considerable support for the relations between commitment and support predicted by the model. However, we also found evidence for potential culture differences. Implications for theory, research and change management practice are discussed.

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Section: Studymentioning

confidence: 52%

Employee commitment and support for an organizational change: Test of the three‐component model in two cultures

Meyer

Srinivas

Lal

et al. 2007

J Occupat & Organ Psyc

Self Cite

216

236

View full text Add to dashboard Cite

show abstract

“…Despite the strength of the relationship between leadership and NC, previous research indicates AC and NC are highly correlated (ρ = .67; Stanley et al, 2007). If this is the case, AC and NC might be redundant constructs.…”

Section: Relations Among Leadership and Commitmentmentioning

confidence: 93%

“…For example, Southern Asian cultures find face-saving leadership (i.e., being self-centered, status conscious, conflict inducing) as neutral, whereas Nordic countries view it as quite negative/ ineffective. Similarly, narrative (Wasti &Onder, 2009) and meta-analytic (Fischer & Mansell, 2009;Stanley et al, 2007) reviews of commitment research have revealed that AC, NC, and CC tend to relate in the same direction with other variables across cultures but that the magnitude of the relations, particularly those involving NC, tend to vary somewhat.…”

Section: Culture As a Moderatormentioning

confidence: 99%

“…If construct redundancy exists, the semipartial correlations between leadership and both AC and NC would be reduced to zero after accounting for the overlap between these two commitment components. We calculated these two semipartial correlations in the statistical software package SAS, using a matrix of meta-analytic correlations assembled from this study and from Stanley et al (2007). 1 This matrix of correlations is presented in Table 4.…”

Section: Relations Among Leadership and Commitmentmentioning

confidence: 99%

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Leadership, Commitment, and Culture

Jackson¹,

Meyer

Wang

2012

Journal of Leadership & Organizational Studies

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190

144

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The two purposes of this article were to examine the meta-analytic relationships between several well-studied forms of leadership and employee commitment and to test if some of these relationships vary due to societal culture. Transformational/ charismatic leadership was shown to be positively related to affective (AC; ρ = .451, k = 116) and normative commitment (NC; ρ = .337, k = 30), while contingent reward and management-by-exception (active) were positively related to AC (ρ = .369, k = 51 and ρ = .083, k = 25, respectively). Laissez faire leadership was negatively related to AC (ρ = −.296, k = 15). In terms of culture, societal individualism-collectivism did not affect the relationship between transformational/ charismatic leadership and AC. In contrast, the relationship between transformational/charismatic leadership and both NC and continuance commitment was stronger in countries that value collectivism. We also found evidence that the relationship between contingent reward and AC was stronger in societies with higher rather than lower levels of power distance/hierarchy. Implications of these findings on the study of leadership, culture, and commitment are discussed.

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“…Current research indicates that employees in collectivistic countries distinguish less between affective and normative commitment. A recent metaanalysis revealed that affective and normative commitment are closer in collectivistic countries than in individualistic countries (Stanley et al, 2007). Therefore, we argue that not only the relationship between normative commitment and outcomes, but similarly the relationship between affective commitment and outcomes will be moderated.…”

Section: Antecedents and Consequences Of Commitment And Culturementioning

confidence: 97%

The Impact of Individual Collectivism on Commitment and Its Influence on Organizational Citizenship Behaviour and Turnover in Three Countries

Felfe

Yan

Six

2008

Int'l Jnl of Cross Cultural Management

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Increasing globalization and rising markets in Eastern Europe and Asia have led to a growing interest in issues of cross cultural management. In western culture, high correlations have been found between leadership, commitment, turnover and performance. In this study we examined the influence of cultural differences on employees' commitment and its impact on relevant outcomes at the individual and the country level. Collectivism was directly measured at the individual level. Organizational citizenship behaviour (OCB) and turnover intention were examined as consequences of commitment. Data were collected in Germany, Romania and China. As expected, results indicate that collectivism as a cultural value orientation is related to commitment, and exerts a stronger influence on commitment in collectivistic countries. Moreover, the relationships between commitment and outcomes are stronger in a collectivistic context. KEY WORDS • collectivism • commitment • international HRM • leadership • OCB

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Cross-cultural generalizability of the three-component model of commitment

Cited by 8 publications

References 0 publications

Employee commitment and support for an organizational change: Test of the three‐component model in two cultures

Employee commitment and support for an organizational change: Test of the three‐component model in two cultures

Leadership, Commitment, and Culture

The Impact of Individual Collectivism on Commitment and Its Influence on Organizational Citizenship Behaviour and Turnover in Three Countries

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