Información del artículo
Resumen
El presente trabajo responde a la carencia de estudios que analicen las bases y consecuencias del compromiso organizativo en el contexto de los altos directivos de las subsidiarias de la empresa multinacional. Un análisis de ecuaciones simultáneas efectuado con una muestra de 101 altos directivos de subsidiarias de empresas multinacionales con inversión directa en España permite confirmar que la intención de estos directivos de abandonar la subsidiaria y la empresa multinacional responde a los compromisos de base afectiva y de continuación en sus dos dimensiones (alto sacrificio y bajas alternativas), y que éstos compromisos vienen determinados por los valores culturales de los directivos y su participación en el gobierno de la empresa. De la presente investigación derivan contribuciones teóricas referidas a las relaciones cultura-compromiso y gobierno-compromiso, y al valor explicativo de los compromisos afectivo y de continuación; metodológicas, que permiten orientar la investigación futura; y prácticas, de utilidad para los agentes empresariales.
Palabras clave:
Compromiso organizativo
Valores culturales
Gobierno corporativo
Intención de abandonar la empresa
Altos directivos
Abstract
The current work responds to the lack of studies analysing the antecedents and consequences of organisational commitment in the context of senior executives in MNC subsidiaries. A simultaneous equations analysis using a sample of 101 senior executives of subsidiaries of multinationals with foreign direct investment in Spain confirms that these managers’ intent to leave the subsidiary and the multinational is determined by affective commitment and by continuance commitment in its two dimensions (high sacrifice and low alternatives), and that these commitments are in turn determined by the managers’ cultural values and their participation in the governance of the firm. The current research offers contributions in three areas. Theoretically, it sheds light on the culture-commitment and governance-commitment relations, and on the explanatory value of affective and continuance commitments. The work offers methodological contributions that should help guide future research. Finally, the work also offers practical recommendations for company managers.
Keywords:
Organizational commitment
Cultural values
Corporate governance
Intent to leave
Senior excecutives
El Texto completo está disponible en PDF
Referencias bibliografícas
[Allen, 2003]
N.J. Allen.
Examining organizational commitment in China.
Journal of Vocational Behavior, 62 (2003), pp. 511-515
[Allen and Meyer, 1990]
N.J. Allen, J.P. Meyer.
The Measurement and Antecedents of Affective, Continuance, and Normative Commitment to the Organization.
Journal of Occupational Psychology, (1990), pp. 1-18
[Au and Cheung, 2004]
K. Au, M.W.K. Cheung.
Intra-cultural variation and job autonomy in 42 countries.
Organization Studies, 25 (2004), pp. 1339-1362
[Baysinger and Butler, 1985]
B. Baysinger, H.H. Butler.
Corporate governance and the board of directors: performance effects of changes in board composition.
Journal of Law, Economics, and Organization, 1 (1985), pp. 101-124
[Becker, 1960]
H.S. Becker.
Notes on the concept of commitment.
American Journal of Sociology, 66 (1960), pp. 32-42
[Bergman, 2006]
M.E. Bergman.
The relationship between affective and normative commitment: review and research agenda.
Journal of Organizational Behavior, 27 (2006), pp. 645-663
[Boeker, 1997]
W. Boeker.
Executive migration and strategic change: the effect of top manager movement on product-market entry.
Administrative Science Quarterly, 42 (1997), pp. 213-236
[Bontempo and Rivero, 1992]
Bontempo, R. y Rivero, J.C.;1; (1992), “Cultural variation in cognition: The role of selfconcept in the attitude behaviour link”, Paper presented at the meeting of the American Academy of Management, Las Vegas.
[Boshoff et al., 2000]
Ch. Boshoff, G. Mels.
The impact of multiple commitments on intentions to resign: an empirical assessment.
British Journal of Management, 11 (2000), pp. 255-272
[Chatterjee and Harrison, 2001]
S. Chatterjee, J.S. Harrison.
Corporate governance.
Blackwell Handbook of Strategic Management, pp. 543-563
[Chen and Francesco, 2003]
Z.X. Chen, A.M. Francesco.
The relationship between the three components of commitment and employee performance in China.
Journal of Vocational Behaviour, 62 (2003), pp. 490-510
[Chiu et al., 2007]
S.F. Chiu, W.Ch. Tsai.
The linkage between profit sharing and organizational citizenship behaviour.
The International Journal of Human Resource Management, 18 (2007), pp. 1098-1115
[Clark et al., 1999]
T. Clark, H. Gospel, J. Montgomery.
Running on the spot? A review of twenty years of research on the management of human resources in comparative and international perspective.
The International Journal of Human Resource Management, 10 (1999), pp. 520-544
[Clugston et al., 2000]
M. Clugston, J.P. Howell, P.W. Dorfman.
Does cultural socialization predict multiple bases and foci of commitment.
Journal of Management, 26 (2000), pp. 5-30
[Cohen, 2006]
A. Cohen.
The relationship between multiple commitments and organizational citizenship behaviour in Arab and Jewish culture.
Journal of Vocational Behavior, 69 (2006), pp. 105-118
[Cohen, 2007a]
A. Cohen.
An examination of the relationship between commitments and culture among five cultural groups of Israeli teachers.
Journal of Cross-cultural Psychology, 31 (2007), pp. 34-49
[Cohen, 2007b]
A. Cohen.
One nation-many cultures. A cross cultural study of the relationship between personal cultural values and commitment in the work place to in-role performance and organizational citizenship behavior.
Cross-cultural Research, 41 (2007), pp. 273-300
[Cole and Bruch, 2006]
M.S. Cole, H. Bruch.
Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter?.
Journal of Organizational Behavior, 27 (2006), pp. 585-605
[Culpepper and Watts, 1999]
R.A. Culpepper, L. Watts.
Measuring cultural dimensions at the individual level: an examination of the Dorfman and Howell (1988) scales and Robertson and Hoffman (1999) scale.
Academy of Strategic and Organizational Leadership Journal, 3 (1999), pp. 22-34
[Dalton et al., 1998]
D.R. Dalton, C.M. Daily, A.E. Ellstrand, J.L. Johnson.
Meta-analytic reviews of board composition, leadership structure, and financial performance.
Strategic Management Journal, 19 (1998), pp. 269-290
[Dawley et al., 2005]
D.D. Dawley, R.D. Stephens, D.B. Stephens.
Dimensionality of organizational commitment in volunteer workers: Chamber of commerce board members and role fulfillment.
Journal of Vocational Behavior, 67 (2005), pp. 511-525
[Dorfman and Howell, 1988]
P.W. Dorfman, J.P. Howell.
Dimensions of national culture and effective leadership patterns: Hofstede revisited.
Advances in international Comparative Management, 3 (1988), pp. 127-150
[Drymiotes, 2007]
G. Drymiotes.
The monitoring role of insiders.
Journal of Accounting and Economics, 44 (2007), pp. 359-377
[Dunham et al., 1994]
R.B. Dunham, J.A. Grube, M.B. Castaneda.
Organizational commitment: The utility of an integrative definition.
Journal of Applied Psychology, 79 (1994), pp. 370-380
[Fama, 1980]
E. Fama.
Agency problems and the theory of the firm.
Journal of Political Economy, 88 (1980), pp. 288-301
[Farh et al., 2007]
J.L. Farh, R.D. Hackett, J. Liang.
Individual-level cultural values as moderators of perceived organizational support-employee outcome relationships in China: Comparing the effects of power distance and traditionality.
Academy of Management Journal, 50 (2007), pp. 715-729
[Foreman and Whetten, 2002]
P. Foreman, D.A. Whetten.
Members’ identification with multiple-identity organizations.
Organization Science, 13 (2002), pp. 618-635
[Francesco and Chen, 2004]
A.M. Francesco, Z.X. Chen.
Collectivism in action.
Group & Organization Management, 29 (2004), pp. 425-441
[Gellatly et al., 2006]
I.R. Gellatly, J.P. Meyer, A.A. Luchak.
Combined effects of the three commitment components on focal and discretionary behaviours: A test of Meyer and Hercovitch's propositions.
Journal of Vocational Behavior, 69 (2006), pp. 331-345
[Halaby and Weakliem, 1989]
C.N. Halaby, D. Weakliem.
Worker control and attachment to the firm.
American Journal of Sociology, 95 (1989), pp. 549-591
[Harzing, 2002]
A.W. Harzing.
Acquisitions versus Greenfield investments: international strategy and management of entry modes.
Strategic Management Journal, 23 (2002), pp. 211-227
[Hermalin and Weisbach, 1991]
B.E. Hermalin, M.S. Weisbach.
The effects of board composition and direct incentives on firm performance.
Financial Management, 20 (1991), pp. 101-112
[Herrbach, 2006]
O. Herrbach.
A matter of feeling? The affective tone of organizational commitment and identification.
Journal of Organizational Behavior, 27 (2006), pp. 629-643
[Herrbach et al., 2004]
O. Herrbach, K. Mignomac, A.L. Gatignon.
Exploring the role of perceived external prestige in manager's turnover intentions.
International Journal of Human Resource Management, 15 (2004), pp. 1390-1407
[Hewett and Bearden, 2001]
K. Hewett, W.O. Bearden.
Dependence, trust, and relational behavior on the part of foreign subsidiary marketing operations: Implications for managing global marketing operations.
Journal of Marketing, 65 (2001), pp. 51-66
[Hofstede, 1984]
G. Hofstede.
Culture's consequences. International differences in work-related values.
Sage Publications, (1984),
[Hofstede and Bond, 1988]
G. Hofstede, M.H. Bond.
The Confucius connection: From cultural roots to economic growth.
Organizational Dynamics, 16 (1988), pp. 4-21
[Iverson and Buttigieg, 1999]
R.D. Iverson, D.M. Buttigieg.
Affective, normative and continuance commitment: can the ‘right kind’ of commitment be managed?.
Journal of Management Studies, 36 (1999), pp. 307-333
[Jaros et al., 1993]
S.J. Jaros, J.M. Jermier, J.W. Koehler, T. Sincich.
Effects of continuance, affective and moral commitment on the withdrawal process: An evaluation of eight structural equation models.
Academy of Management Journal, 36 (1993), pp. 951-995
[Jensen, 1993]
M.C. Jensen.
The modern industrial revolution, exit, and the failure of internal control systems.
Journal of Applied Corporate Finance, 6 (1993), pp. 4-23
[Jensen and Meckling, 1976]
M.C. Jensen, W.H. Meckling.
Theory of the firm: managerial behaviour, agency cost and ownership structure.
Journal of Financial Economic, 3 (1976), pp. 305-360
[Johnson et al., 1996]
J. Johnson, C.M. Daily, A.E. Ellstrand.
Board of directors: a review and research agenda.
Journal of Management, 22 (1996), pp. 409-438
[Klein, 1987]
K.J. Klein.
Employee sotck ownership and employee attitudes: a test of three models.
Journal of Applied Psychology, 72 (1987), pp. 319-332
[Ko et al., 1997]
J.W. Ko, J.L. Price, C.W. Mueller.
Assessment of Meyer and Allen's three-component model of organizational commitment in South Korea.
Journal of Applied Psychology, 82 (1997), pp. 961-973
[Kobrin, 1988]
S.J. Kobrin.
Expatriate reduction and strategic control in American multinational corporations.
Human Resource Management, 27 (1988), pp. 62-74
[Kruse, 1984]
D. Kruse.
Employee ownership and employee attitudes: two case studies.
Norwood Editions, (1984),
[Lee and Liu, 2007]
H.W. Lee, C.H. Liu.
An examination of factors affecting repatriates’ turnover intentions.
International Journal of Manpower, 28 (2007), pp. 122-134
[Lee et al., 2001]
K. Lee, N.J. Allen, J.P. Meyer, K.Y. Rhee.
The three-component model of organisational commitment: An application to South Korea.
Applied Psychology: An International Review, 50 (2001), pp. 596-614
[Lehman et al., 2004]
D.R. Lehman, C.Y. Chiu, M. Schaller.
Psychology and culture.
Annual Review of Psychology, 55 (2004), pp. 689-714
[Loderer and Martin, 1997]
C. Loderer, K. Martin.
Executive stock ownership and performance.
Journal of Financial Economics, 45 (1997), pp. 223-255
[McGee and Ford, 1987]
C.W. McGee, R.C. Ford.
Two (or more?) dimensions of organizational commitment: re-examination of the affective and continuance commitment scales.
Journal of Applied Psychology, 72 (1987), pp. 638-642
[Mellor et al., 2001]
S. Mellor, J.E. Mathieu, J.L. Barness-Farrell, S.G. Rogelberg.
Employees’ nonwork obligations and organizational commitments: A new way to look at the relationships.
Human Resource Management, 40 (2001), pp. 171-184
[Meyer and Allen, 1991]
J.P. Meyer, N.J. Allen.
A Three-component conceptualization of organizational commitment.
Human Resource Management Review, 1 (1991), pp. 61-89
[Meyer and Allen, 1997]
J.P. Meyer, N.J. Allen.
Commitment in the workplace: Theory, research and application.
Sage Publications, (1997),
[Meyer et al., 1993]
J.P. Meyer, N.J. Allen, C.A. Smith.
Commitment to organizations and occupations: extension and test of a three-component conceptualization.
Journal of Applied Psychology, 78 (1993), pp. 538-551
[Meyer et al., 2006]
J.P. Meyer, T.E. Becker, R. Van Dick.
Social identities and commitment at work: toward an integrative model.
Journal of Organizational Behavior, 27 (2006), pp. 665-683
[Meyer and Herscovitch, 2001]
J.P. Meyer, L. Herscovitch.
Commitment in the workplace toward a general model.
Human Resource Management Review, 11 (2001), pp. 299-326
[Meyer et al., 2002]
J.P. Meyer, D.J. Stanley, L. Hercovitch, L. Topolnytsky.
Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences.
Journal of Vocational Behavior, 61 (2002), pp. 20-52
[Mowday et al., 1982]
R.T. Mowday, L.W. Porter, R.M. Steers.
Employee-organization linkages: the psychology of commitment, absenteesm, and turnover.
Academic Press, (1982),
[Naumann, 1992]
E. Naumann.
A conceptual model of expatriate turnover.
Journal of International Business Studies, 23 (1992), pp. 499-532
[O’Donnell, 2000]
S.W. O’Donnell.
Managing foreign subsidiaries: Agents of headquarters, or interdependent network?.
Strategic Management Journal, 21 (2000), pp. 525-548
[O’Grady and Lane, 1996]
S. O’Grady, H.W. Lane.
The psychic distance paradox.
Journal of International Business Studies, 27 (1996), pp. 309-333
[O’Reilly et al., 1991]
C. O’Reilly III, J. Chatman, D.F. Caldwell.
People and organizational culture: a profile comparison approach to assessing person-organization fit.
Academy of Management Journal, 34 (1991), pp. 487-516
[Powell and Meyer, 2004]
D.M. Powell, J.P. Meyer.
Side-bet theory and the three-component model of organizational commitment.
Journal of Vocational Behavior, 65 (2004), pp. 157-177
[Reiche, 2007]
B.S. Reiche.
The effect of international staffing practices on subsidiary staff retention in multinational corporations.
The International Journal of Human Resource Management, 18 (2007), pp. 523-536
[Reichers, 1985]
A.E. Reichers.
A review and reconceptualization of organisational commitment.
Academy of Management Review, 10 (1985), pp. 465-476
[Robertson, 2000]
C.J. Robertson.
The global dispersion of Chinese Values: A Three-country study of Confucian dynamism.
Management International Review, 40 (2000), pp. 253-268
[Robertson and Hoffman, 2000]
C.J. Robertson, J.J. Hoffman.
How different ear we? An investigation of Confucian values in the US.
Journal of Managerial Issues, 12 (2000), pp. 34-47
[Roth and Kostova, 2003]
K. Roth, T. Kostova.
The use of the multinational corporation as a research context.
Journal of Management, 29 (2003), pp. 833-902
[Schein, 1988]
E.H. Schein.
La Cultura Empresarial y el Liderazgo. Una Visión Dinámica.
Plaza & Janes, (1988),
[Scholl et al., 1987]
R.W. Scholl, E.A. Cooper, J.F. McKenna.
Referent selection in determining equity perceptions: different effects on behavioral and attitudinal outcomes.
Personnel Psychology, 40 (1987), pp. 113-124
[Sengupta et al., 2007]
S. Sengupta, K. Whitfield, B. McNabb.
Employee share ownership and performance: golden path or golden handcuffs?.
The International Journal of Human Resource Management, 18 (2007), pp. 1507-1538
[Shenkar, 2001]
O. Shenkar.
Cultural distance revisited: towards a more rigorous conceptualization and measurement of cultural differences.
Journal of International Business Studies, 32 (2001), pp. 519-535
[Siders et al., 2001]
M.A. Siders, G. George, R. Dharwadkar.
The relationship of internal and external commitment foci to objective job performance measures.
Academy of Management Journal, 44 (2001), pp. 570-579
[Steensma et al., 2000]
H.K. Steensma, L. Marino, K.M. Weaver.
Attitudes toward cooperative strategies: a cross cultural analysis of entrepreneurs.
Journal of International Business Studies, 31 (2000), pp. 597-609
[Stephens et al., 2004a]
R.D. Stephens, D.D. Dawley, D.B. Stephens.
Director role potential as antecedents of normative and affective commitment on nonprofit boards.
Organizational Analysis, 12 (2004), pp. 395-413
[Stephens et al., 2004b]
R.D. Stephens, D.D. Dawley, D.B. Stephens.
Commitment on the board: a model of volunteer directors’ levels of organizational commitment and self-reported performance.
Journal of Managerial Issues, XVI (2004), pp. 483-504
[Triandis, 1995]
H.C. Triandis.
Individualism & Collectivism.
Westview Press, (1995),
[Van de Walle et al., 1995]
D. Van de Walle, L. Van Dyne, T. Kostova.
Psychological ownership: an empirirical examination of its consequences.
Group and Organization Management, 20 (1995), pp. 210-226
[Vora and Kostova, 2007]
D. Vora, T. Kostova.
A model of dual organizational identification in the context of the multinational enterprise.
Journal of Organizational Behavior, 28 (2007), pp. 327-350
[Wang, 2004]
Y. Wang.
Observations on the organizational commitment of Chinese employees: Comparative studies of state-owned enterprises and foreign-invested enterprises.
The International Journal of Human Resource Management, 15 (2004), pp. 649-669
[Wasti, 2003]
S.A. Wasti.
Organizational commitment, turnover intentions and the influence of cultural values.
Journal of Occupational and Organizational Psychology, 76 (2003), pp. 306-321
[Weil and Kimball, 1995]
P.A. Weil, P.A. Kimball.
A model of voluntary turnover among hospital CEOs.
Hospital & Health Services Administration, 40 (1995), pp. 362-385
[Welch and Welch, 2006]
D.E. Welch, L.S. Welch.
Commitment for hire? The viability of corporate culture as a MNC control mechanism.
International Business Review, 15 (2006), pp. 14-28
[Yao and Wang, 2006]
X. Yao, L. Wang.
The predictibilidad of normative organizational commitment for turnover in Chinese companies: A cultural perspective.
The International Journal of Human Resource Management, 17 (2006), pp. 1058-1075
[Zahra and Pearce, 1989]
S.A. Zahra, J.A. Pearce.
Board of directors and corporate financial performance: a review and integrate model.
Journal of Management, 15 (1989), pp. 291-334
[Zhang et al., 2006]
Y. Zhang, J.M. George, T. Chan.
The paradox of duelling identities: The case of local senior executives in MNC subsidiaries.
Journal of Management, 32 (2006), pp. 400-425
Copyright © 2009. ACEDE
