Employees’ organizational embeddedness : the role of culture
Date
2017
Authors
Jing, Lei
University of Lethbridge. Faculty of Management
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Volume Title
Publisher
Lethbridge, Alta. : University of Lethbridge, Faculty of Management
Abstract
Research has attempted to explain how to increase employee embeddedness, based on individual cultural orientation, organizational identity orientation, and person-organization fit theories, I predicted that employees’ cultural orientations and their perceptions of the organization’s identity orientation should be positively related to organizational embeddedness. The perception of organizational identity orientation should also have a moderating effect on the relationship between cultural orientation and organizational embeddedness. After a survey of 283 employees in the USA, I found empirical support for a majority of the hypotheses. The research shows that individuals’ cultural traits, reflected by individualism-collectivism, and employees’ perceived organizational identity orientation, categorized into individualistic, relational, and collectivistic, both predict the various dimensions of organizational embeddedness. However, the interaction between these two sets of cultural perceptions does not provide additional significance. Variance in each dimension in turn generates different levels of embeddedness due to the composite nature of embeddedness construct.
Description
Keywords
cultural compatibility , individual culture orientation , organizational embeddedness , organizational identity orientation