The generation of organizational commitment in a cross-cultural context

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This contribution explores the cross-cultural variations in the generation of organizational commitment. Participants were Chinese and Western employees of organizations operating in Hong Kong. Both groups believed that effort should be rewarded. However, Chinese and Western participants were committed to different constituencies within the organization. Westerners viewed interpersonal relationships as a means to the end, with the organization being the object of commitment. Chinese committed to interpersonal networks and saw these relationships as the primary organization-member engagement. Chinese and Westerners defined the organization differently and this influenced the way they generated their attachment to the firm.

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