Why and when organizational culture fosters affective commitment among knowledge workers: the mediating role of perceived psychological contract fulfilment and moderating role of organizational tenure

• Jean S K Lee 
• Flora F. T. Chiang 
• Emmy van Esch 
• Zhenyao Cai 

Indexed by

SSCI Scopus ABDC-A

Abstract

Drawing　on　Denison　and　Mishra　(1995)’s　framework　of　organizational　culture,　this　study　examines　why　and　when　organizational　culture　is　related　to　knowledge　workers’　affective　commitment.　Data　were　collected　from　640　employees　working　in　three　high-technology　companies　in　China.　The　findings　indicate　that　the　relationship　between　organizational　culture　and　affective　commitment　is　mediated　by　perceived　psychological　contract　fulfilment.　In　addition,　organizational　tenure　moderates　the　relationship　between　two　external　dimensions　(i.e.　adaptability　and　mission)　of　organizational　culture　and　perceived　psychological　contract　fulfilment.　This　study　extends　the　current　theoretical　framework　of　organizational　culture　by　demonstrating　the　underlying　mechanism　and　the　boundary　condition　of　the　relationship　between　organizational　culture　and　affective　commitment.　The　findings　also　provide　practical　implications　for　international　managers　to　design　appropriate　human　resource　management　policies　and　practices　in　China.

Keyword

• affective commitment
• China
• Organizational culture
• organizational tenure
• psychological contract fulfilment

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