Learning organization, organizational culture, and affective commitment in Malaysia: A person–organization fit theory

Lau, Patricia Yin Yin; McLean, Gary N.; Hsu, Yen-Chen; Lien, Bella Ya‐Hui

doi:10.1080/13678868.2016.1246306

Cited by 55 publications

(53 citation statements)

References 72 publications

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“…Thus, Japanese companies could attract talent by highlighting the organizational and cultural features such as participative organizational structure, open communication channel, people-oriented work culture and training programmes and safety rules in the workplace. Such a strategy will contribute to not only enhancing effectiveness in recruiting but also motivating and elevating work moral among employees and reducing turnover (Lau et al, 2017; Miah and Bird, 2007).…”

Section: Discussionmentioning

confidence: 99%

Cultural values matter

Kim

Mori

Rahim

2018

Int'l Jnl of Cross Cultural Management

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As the economic footprint of developing countries increases, talent management grows in importance for foreign multinational companies in emerging markets. Multinational companies, however, face fierce competition for local talent, and competitive recruiting calls for practical knowledge about the personal traits of job applicants. The present study applies a cross-cultural perspective to this issue, exploring how individually held cultural values influence the attractiveness of Japanese companies in Malaysia. Drawing on similarity-attraction theory and person-organization fit theory, the study quantitatively analyses data from a paper-based survey of 245 prospective jobseekers. The findings indicate that an individual cultural value fit with the foreign company's country of origin is significant predictors of employer attractiveness. Specifically, the study finds that potential Malaysian jobseekers who are lower in power distance and higher in risk aversion and long-term orientation view Japanese companies as attractive future employers and have higher job-pursuit behavior. Based on this finding, the study discusses theoretical and practical contributions to corporate employment strategies.

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Section: Discussionmentioning

confidence: 99%

Cultural values matter

Kim

Mori

Rahim

2018

Int'l Jnl of Cross Cultural Management

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“…Results from previous studies, carried out until now only among non-profit organizations and dealing with the relationship between learning and organizational commitment, are not always consistent. Several studies carried out also in non-Western countries proved the impact of learning on organizational commitment (Rose et al, 2009;Budihardjo, 2013;Lau et al, 2017). For instance, Jerez-Gómez et al (2005) found out that learning behaviors increase organizational citizenship behaviors, job performance, job satisfaction, organizational commitment, belief in information, goal commitment, satisfaction with the leader, and low intentions to quit.…”

Section: Links With Previous Literature and Theoretical Contributionsmentioning

confidence: 99%

The Relationship Between Leadership Behaviors and Volunteer Commitment: The Role of Volunteer Satisfaction

2020

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Despite the relative scarcity of studies on the impact of leadership styles on satisfaction and commitment of volunteers within non-profit organizations, this relationship plays a crucial role in fostering sustained volunteerism and volunteers' well-being. A questionnaire was administered to more than 200 volunteers involved in delivering social services in non-profit organizations from Central and Northern Italy. The questionnaire contained the Volunteer Satisfaction Index, the sub-scale on Affective Commitment of the Organizational Commitment Scale, and two sub-scales of the Key Leadership Behaviors, namely: Helping people to grow and lead, and Enabling learning and innovation. Socio-demographic data were collected as well. Findings revealed that leaders' actions oriented toward the enablement of learning and innovation have an effect on volunteers' affective commitment, through the full mediation of volunteer satisfaction. Leaders' actions oriented toward the growth and empowerment of volunteers, instead, did not show significant relationships with volunteer satisfaction and affective commitment.

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“…Person-organization (PO) fit models have a lengthy history dating to O'Reilly III et al (1991). The topic remains relevant today as the subject of continued scholarly attention (Lau, et al, 2017;Afsar & Badir, 2015;Cable & DeRue, 2002;Cable & Judge, 1996). Employee competencies can be a competitive advantage for companies, particularly in the geographical region covered by this paper (Goliński & Miądowicz, 2019), and those advantages will be more sustainable if employee and organization fit well together, if employees are satisfied and organization see enhanced returns.…”

Section: Resultsmentioning

confidence: 99%

Untitled

2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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Learning organization, organizational culture, and affective commitment in Malaysia: A person–organization fit theory

Cited by 55 publications

References 72 publications

Cultural values matter

Cultural values matter

The Relationship Between Leadership Behaviors and Volunteer Commitment: The Role of Volunteer Satisfaction

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