Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations

Taylor, Sully and Levy, Orly and Beechler, Schon and Boyacıgiller, Nakiye Avdan (2006) Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations. (Accepted/In Press)

There is a more recent version of this item available.

MS Word - Registered users only
428Kb

Abstract

This paper examines the impact of organizational culture and HRM system on employee commitment of core employees in multinational companies (MNCs). In addition, it identifies two top management team orientations global orientation and geocentric orientation that are seen as contributing uniquely to employee commitment in international firms. We found strong overall support for the model. The results also suggest that High Performance Work Practices have a positive impact on commitment regardless of national origin of the MNC.

Item Type:	Article
Subjects:	H Social Sciences > HD Industries. Land use. Labor
ID Code:	216
Deposited By:	Nakiye Avdan Boyacıgiller
Deposited On:	31 Jan 2007 02:00
Last Modified:	28 Apr 2009 18:40

Available Versions of this Item

Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations. (deposited 31 Jan 2007 02:00) [Currently Displayed]
- Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations. (deposited 09 Jan 2009 09:42)

Repository Staff Only: item control page