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

Felfe, Jörg; Yan, Wenhua; Six, Bernd

doi:10.1177/1470595808091790

Cited by 95 publications

(91 citation statements)

References 40 publications

(74 reference statements)

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“…In such contexts, transformational leaders may be expected to create more positive outcomes. Indeed, previous research claims that TL tends to emerge and be more effective in collectivist environments and for collectivists (Bass, 1995;Felfe, Yan, & Six, 2008, Jung, Bass, & Sosik, 1995Walumbwa, Lawler, & Avolio, 2007). Cultural values in such contexts seem to be more in line with those leaders' emphases on a collective mission and collective goals and responsibilities (Jung & Yammarino, 2001).…”

Section: Discussionmentioning

confidence: 97%

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Gumusluoğlu

Karakitapoğlu‐Aygün

Hirst

2013

Journal of Business Research

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This study examines how transformational leaders influence research and development (R&D) workers' commitment to their organizations and leaders. The study investigates the mediating role of organizational justice (i.e., procedural and interactional) based on social exchange theory and the moderating role of span of control in this relationship. In a sample of 445 Turkish R&D personnel, the study finds that transformational leadership significantly influences followers' organizational commitment partially through procedural justice and their supervisory commitment partially through interactional justice. Second, the findings reveal that transformational leaders boost perceptions of procedural justice and organizational commitment when the span of control is relatively narrow. Interestingly, when the span of control is large, transformational leadership has significant positive effects on supervisory commitment, but no significant effects on organizational commitment among R&D workers.

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Section: Discussionmentioning

confidence: 97%

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Gumusluoğlu

Karakitapoğlu‐Aygün

Hirst

2013

Journal of Business Research

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“…Some authors have argued that commitment matters more for outcomes in collectivist cultures than it does in individualist cultures. For example, Lee et al (2001) reported higher correlations between NC and intention to leave for samples in collectivist cultures than for North American ones, and Felfe, Yan, and Six (2008) recently found stronger effects of AC and NC on turnover intention in China and Romania compared to Germany. This result is not supported by Glazer and Beehr (2005), who deemed the effects of AC and CC on turnover intention to be largely equivalent in Hungary, Italy, the United Kingdom, and the United States.…”

Section: Jp As Outcomementioning

confidence: 99%

Assessing Cross-National Invariance of the Three-Component Model of Organizational Commitment: A Six-Country Study of European University Faculty

Eisinga

Teelken

Doorewaard

2010

Cross-Cultural Research

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Assessing cross-national invariance of the three-component model of organizational commitment Eisinga, R.; Teelken, Ch.; Doorewaard, H. Take-down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.Downloaded from the University of Groningen/UMCG research database (Pure): http://www.rug.nl/research/portal. For technical reasons the number of authors shown on this cover page is limited to 10 maximum. AbstractThis study examined cross-national invariance of Meyer and Allen's three-component model of organizational commitment using samples of university faculty from six European countries. The analysis revealed strict factorial measurement invariance of affective, continuance, and normative organizational commitment constructs (AC, CC, and NC, respectively). While the samples failed to differ in AC and CC, substantial cross-national differences were found for NC. Results showed an invariant zero correlation between AC and CC, and NC associated positively with affective and continuance components. Procedural justice predicted AC and less strongly NC, but it had no effect on CC. A positive link with job performance was found for AC, a negative one for CC, and no association for NC. Results by and large support the generalizability of the tripartite organizational commitment model to the European context.

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“…Specifically, research has found no significant difference between the effects of affective and normative commitment on organizational outcomes (Felfe et al, 2008). Consequently, normative commitment is often excluded from studies; affective and continuance commitment being more commonly used forms (Dunhab et al, 1994;Gautam et al, 2004).…”

Section: Commitmentmentioning

confidence: 99%

Affective and continuance commitment in public private partnership

2010

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Purpose: To investigate the effect of the 'transfer' process on relationships between employees' perceived organizational support and affective and continuance commitment within the context of the move to a new employment relationship as part of a Public Private Partnership.Design/methodology/approach: Eight semi-structured interviews informed the design of a questionnaire, which was distributed to facilities management employees of a United Kingdom NHS hospital who had been seconded to a private-sector management company. This resulted in 101 effective responses (33 percent). Findings:In new forms of employment relationship, employees' perceptions of the 'transfer' process influence significantly their perceptions of the management company and their commitment to it. Positively perceived organizational support from the management company significantly increases affective and continuance commitment to the management company, particularly amongst those who feel positive about the transfer process. Research limitations:This research focuses upon employee commitment to the management company. Further research is proposed to investigate different foci of commitment as well as the influence of the psychological contract. Practical implications:The effect of fairness in the 'transfer' process is far reaching, lasting beyond the initial transfer. Both parties should work together to enable a smooth employee 'transfer' process, supervisors particularly having a strong influence on employees' attitudes and behaviour. Originality/value:There is a lack of research regarding the antecedents and consequences of commitment of employees, who are managed by one but employed by a different organization. This study begins to address this gap.

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

Cited by 95 publications

References 40 publications

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Transformational leadership and R&D workers' multiple commitments: Do justice and span of control matter?

Assessing Cross-National Invariance of the Three-Component Model of Organizational Commitment: A Six-Country Study of European University Faculty

Affective and continuance commitment in public private partnership

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