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

2010 ◽  
Vol 44 (4) ◽  
pp. 341-373 ◽  
Author(s):  
Rob Eisinga ◽  
Christine Teelken ◽  
Hans Doorewaard
Keyword(s):  
Organizational Commitment ◽  
Component Model ◽  
University Faculty ◽  
Country Study ◽  
European University ◽  
Cross National

scholarly journals Assessing cross-national invariance of the three-component model of organizational commitment

2018 ◽  
Vol 13 (3) ◽  
pp. 254-279 ◽  
Author(s):  
Shefali Nandan ◽  
Daphne Halkias ◽  
Paul W. Thurman ◽  
Marcos Komodromos ◽  
Baker Ahmad Alserhan ◽  
...  
Keyword(s):  
Higher Education ◽  
Organizational Commitment ◽  
Human Resources ◽  
Management Practices ◽  
Relevant Literature ◽  
Component Model ◽  
National Context ◽  
Continuance Commitment ◽  
Content Type ◽  
Cross National

PurposeThe purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries.Design/methodology/approachThe work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, andχ2tests for randomized response were used, while Cronbach’sαtest helped to establish survey instrument validity.FindingsThough certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures.Research limitations/implicationsCultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies.Practical implicationsNational context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model).Originality/valueThis study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.

Work–family culture and organizational commitment

2020 ◽  
Vol 49 (7) ◽  
pp. 1467-1486
Author(s):  
Tanuja Agarwala ◽  
Amaia Arizkuren ◽  
Elsa Del Castillo ◽  
Marta Muñiz
Keyword(s):  
Organizational Commitment ◽  
Human Resource ◽  
Three Dimensions ◽  
National Context ◽  
Normative Commitment ◽  
Content Type ◽  
Family Culture ◽  
Managerial Support ◽  
Work Family ◽  
Cross National

PurposeTo understand whether the three dimensions of work–family culture, namely managerial support, negative consequences and organizational time demands relate in different ways with different types of commitment; affective, continuance and normative. The relationships were examined in a three-country cross-national context.Design/methodology/approachQuestionnaire survey was conducted in India, Peru and Spain among executives and managers drawn from both the manufacturing and the services sectors.FindingsThe three countries were both similar and different with Peru and Spain more similar to each other than with India. Managerial support dimension of work–family culture predicted affective commitment across all the three countries. Differences were found with respect to predictors of normative commitment. Managerial support predicted normative commitment for Spain. Lower negative career consequences resulted in decreased normative commitment among the managers in Peru and Spain.Research limitations/implicationsThe study has limitations of generalizability and common method variance.Practical implicationsHuman resource managers will find the study useful to determine which dimensions of work–family culture would predict the outcomes desired. The study has implications for the design of human resource practices in the industry.Originality/valueThe study is the first that addresses the three dimensions of work–family culture and organizational commitment in a cross-national context. The study suggests that the way in which work–family culture is conceptualized and experienced by employees may vary even among countries classified as “collectivist.”

FURTHER ASSESSMENTS OF A THREE-COMPONENT MODEL OF ORGANIZATIONAL COMMITMENT.

1992 ◽  
Vol 1992 (1) ◽  
pp. 212-216 ◽  
Author(s):  
Rick D. Hackett ◽  
Peter Bycio ◽  
Peter Hausdorf
Keyword(s):  
Organizational Commitment ◽  
Component Model

scholarly journals An Empirical Assessment of Organizational Commitment Using the Side-Bet Theory Approach

2005 ◽  
Vol 47 (3) ◽  
pp. 439-461 ◽  
Author(s):  
Aaron Cohen ◽  
Urs E. Gattiker
Keyword(s):  
Organizational Commitment ◽  
Marital Status ◽  
White Collar ◽  
Theory Approach ◽  
National Data ◽  
Empirical Assessment ◽  
Hierarchical Position ◽  
Bet Theory ◽  
The U.S ◽  
Cross National

According to the side-bet theory, organizational commitment increases with the accumulation of side bets or investments. Cross-national data for seven side-bet indexes (age, tenure, education, marital status, salary, gender, and hierarchical position) were used to test the theory's generalizability. Four hundred and sixty-three white-collar employees in Canada and the U.S. were surveyed. The findings indicated that while organizational commitment levels between Canadian and U.S. respondents were similar, the effects of various side-bet indexes differed between the two countries. The results suggest that previously reported correlations between age, tenure and organizational commitment (e.g. Meyer and Allen 1984) cannot be replicated. The results are discussed in terms of their implications for future investigation of the side-bet theory and organizational commitment.

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