Commitment across cultures: A meta-analytical approach

Fischer, Ronald; Mansell, Angela

doi:10.1057/jibs.2009.14

Cited by 222 publications

(230 citation statements)

References 63 publications

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“…Various researchers (e.g., Triandis, 1995;Hofstede, 2001) have argued that individualism-collectivism is related to societies' level of wealth and economic development with a shift from collectivism to individualism. In empirical research, actually, a strong positive correlation between economic affluence and the level of individualism was observed (Basabe & Ros, 2005;Fischer & Mansell, 2009). Here, Boyacigiller & Adler (1991) argue that the commitment of employees with collectivist values may arise from ties with managers, owners, and co-workers, whereas the commitment of employees with an individualist orientation may be due to the job itself or the compensation system.…”

Section: Organizational Rewards In Vietnammentioning

confidence: 99%

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

Kokubun¹

2017

JMS

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This study investigates the relationship between rewards and the organizational commitment (OC) of 5,522 employees who work for 5 Japanese companies in Vietnam focusing on the difference between Red River Delta (Hanoi and surrounding provinces) and South East (Ho Chi Minh City and surrounding provinces). Hierarchical regression analysis revealed that co-worker support had stronger influence on OC in Red River Delta than in South East. On the other hand, benefit satisfaction had stronger influence on OC in South East than in Red River Delta. Other rewards (i.e., fatigue, supervisor support and autonomy) were equally related with OC for both areas. These results mean that OC-rewards relationship differs between regions and indicate signs of increasing individualism among Vietnamese employees in more economically developed parts of the country. Discussions and implications concerning human resource management in Vietnam are offered.

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Section: Organizational Rewards In Vietnammentioning

confidence: 99%

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

Kokubun¹

2017

JMS

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“…Because meta-analysis can correct for the effects of methodological and statistical artifacts, such as sampling error and measurement error, it has become a popular methodological approach in IB research (e.g., Fischer & Mansell, 2009;Stahl, Maznevski, Voigt, & Jonsen, 2010;van Essen, Heugens, Otten, & van Oosterhout, 2012). However, meta-analysis only corrects for unsystematic capitalization on chance and not for systematic capitalization on chance.…”

Section: Strategies To Minimize Capitalizationmentioning

confidence: 99%

Science’s reproducibility and replicability crisis: International business is not immune

2017

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International business is not immune to science's reproducibility and replicability crisis. We argue that this crisis is not entirely surprising given the methodological practices that enhance systematic capitalization on chance. This occurs when researchers search for a maximally predictive statistical model based on a particular dataset and engage in several trial-and-error steps that are rarely disclosed in published articles. We describe systematic capitalization on chance, distinguish it from unsystematic capitalization on chance, address five common practices that capitalize on chance, and offer actionable strategies to minimize the capitalization on chance and improve the reproducibility and replicability of future IB research.

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“…Organizational commitment could be regarded as employees' intention to stay in the enterprises as well as a kind of work attitudes towards organizational loyalty [17] [18]. It could be a kind of employees' organizational attachment where compliance, identification, and internalization were utilized for defining organizational commitment [19].…”

Section: Job Security Organizational Commitment and Turnover Intensionmentioning

confidence: 99%

An Empirical Research of Supervisor-subordinate Guanxi in Enterprises

Wu¹,

Xu²

2017

Proceedings of the 2017 International Conference on Organizational Innovation (ICOI 2017)

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Abstract-The factors in turnover might be an organization not being able to provide satisfactory working environment for employees and the work identity of employees. Supervisorsubordinate guanxi is especially emphasized in Chinese enterprises, and such guanxi culture is the maxim in Chinese societies. The results the moderation of supervisor-subordinate guanxi, ones with better supervisor-subordinate guanxi present lower turnover intention than those with worse supervisorsubordinate guanxi.

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Commitment across cultures: A meta-analytical approach

Cited by 222 publications

References 63 publications

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

Regional Difference in the Organizational Commitment-Rewards Relationship in Vietnam

Science’s reproducibility and replicability crisis: International business is not immune

An Empirical Research of Supervisor-subordinate Guanxi in Enterprises

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