As described in the preceding chapters, the main purpose of this research is to analyze: (a) what factors comprise the organizational culture of a major Japanese multinational company; (b) whether its original organizational culture can be transmitted from the HQto its overseas subsidiaries; and (c) what effects culture has on the employee’s commitment both in the home and subsidiary operations. This research considered organizational commitment to be an important index of corporate performance. Therefore, it was important to prove the existence of the link ‘organizational culture-organizational commitment’, in order to demonstrate organizational culture as a strategic resource of the company. In that case as the relationship between organizational culture and organizational commitment remains the same in the overseas subsidiaries as it is in the HQ in Japan, (a) organizational culture was successfully transferred from the HQ to the subsidiaries; and (b) organizational culture has influence on performance, where organizational commitment is regarded as a vital intangible index of performance. Thus, organizational commitment should be regarded as a competitive resource of the multinational company.
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Victoria W. Miroshnik
- Palgrave Macmillan UK
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