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

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Taylor, Sully and Levy, Orly and Boyacıgiller, Nakiye Avdan and Beechler, Schon (2008) Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations. The International Journal of Human Resource Management, 19 (4). pp. 501-527. ISSN 0958-5192 print/ISSN 1466-4399 online

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Official URL: http://dx.doi.org/10.1080/09585190801953491


This article tests a model of organizational commitment in multinational corporations (MNCs). According to the model, organizational culture and human resource management (HRM) affect employee commitment directly as well as indirectly through top management team orientations. Szpecifically, we examined the effect of top management team global orientation and geocentric orientation, which are seen as contributing uniquely to employee commitment in MNCs. The model was tested on a sample of 1664 core employees working in 39 affiliates of 10 MNCs. We found strong overall support for the model. In particular, organizational culture characterized by high adaptability and a HRM system characterized by high performance work practices were found to have a significant and direct effect on employee commitment. In addition, we found that the effect of these traditional elements of the human organization is partially mediated through top management orientations, specific to international firms. The validity and generalizability of these results are reinforced by the control of a set of demographic variables as well as nationality of parent company.

Item Type:Article
Uncontrolled Keywords:employee commitment; global mindset; high performance work practices; international management; organizational culture
Subjects:H Social Sciences > HD Industries. Land use. Labor
ID Code:11235
Deposited By:Nakiye Avdan Boyacıgiller
Deposited On:09 Jan 2009 09:42
Last Modified:19 Jul 2019 14:31

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