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Originalia

Die Bedeutung kultureller Wertorientierungen für das Commitment gegenüber der Organisation, dem Vorgesetzten, der Arbeitsgruppe und der eigenen Karriere

Published Online:October 03, 2006https://doi.org/10.1026/1617-6391.5.3.94

Abstract

Zusammenfassung. Vor dem Hintergrund zunehmender Globalisierung von Märkten und Unternehmen stellt sich die Frage, inwieweit kulturelle Unterschiede das Erleben und Verhalten der Mitarbeiter beeinflussen. Diese Studie untersucht auf der individuellen Ebene an einer deutschen Stichprobe mit 349 Beschäftigten den Zusammenhang kultureller Wertorientierungen (Individualismus-Kollektivismus, Machtdistanz und Unsicherheitsvermeidung) mit dem Commitment der Mitarbeiter. Dabei werden unterschiedliche Foci (Organisation, Vorgesetzter, Arbeitsgruppe und die eigene Karriere) mit jeweils drei Komponenten (affektiv, kalkulatorisch und normativ) unterschieden. Mittels konfirmatorischer Faktorenanalysen konnte zunächst die differenzierte Struktur des Commitment-Modells bestätigt werden. Die Ergebnisse zeigen erwartungsgemäße Zusammenhänge zwischen den Kulturorientierungen und Commitment. Kollektivismus korreliert vor allem mit dem Commitment gegenüber der Arbeitsgruppe und der Organisation. Machtdistanz steht in Zusammenhang mit kalkulatorischem Commitment und Unsicherheitsvermeidung korreliert in erster Linie mit kalkulatorischem und normativem Commitment gegenüber der Organisation und der eigenen Karriere. Regressionsanalysen belegen einen eigenständigen Beitrag der Kulturorientierungen zur Vorhersage der einzelnen Facetten von Commitment, wenn relevante Prädiktoren (transformationale Führung, Arbeitsinhalt, Dauer der Betriebszugehörigkeit, Alter) kontrolliert werden. Darüber hinaus moderiert Kollektivismus den Einfluss des Arbeitsinhalts und der transformationalen Führung auf organisationales Commitment. Die Befunde werden in Hinblick auf weiterführende kulturvergleichende Forschungsperspektiven diskutiert.


The relevance of cultural value orientations to organizational, supervisor, team, and career commitment

Abstract. In light of the increasing globalization of markets and organizations, the question arises to what extent cultural differences influence employees’ behavior and experience. On an individual level, this study examines the relation of cultural value orientations (individualism-collectivism, power distance, uncertainty avoidance) to employees’ commitment with a sample of 349 German employees. Multiple foci of commitment are differentiated (organization, supervisor, workgroup, and one’s own career) as well as three components (affective, continuance, and normative) for each focus. This complex model of multiple foci and components of commitment is supported by confirmatory factor analyses. In line with the assumptions, results reveal the expected relationships between culture dimensions and commitment. Collectivism is primarily correlated with commitment to the workgroup and the organization. Power distance is related to continuance commitment and uncertainty avoidance is predominantly correlated with continuance and normative commitment to the organization as well as one’s own career. Regression analyses show that culture orientations uniquely contribute to the prediction of facets of commitment after controlling for relevant antecedents (transformational leadership, work content, tenure, age). Moreover, collectivism moderates the influence of work content and transformational leadership on organizational commitment. The findings are discussed with regard to future cross-cultural studies.

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