Organizational commitment, supervisory commitment, and employee outcomes in the Chinese context: proximal hypothesis or global hypothesis?

By B. Cheng, Ding-Yu Jiang, Jean H. Riley. 2003

237 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/1315f925204c20016e43d52a0d0852accf7fb383

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In Demography

In Organizational Behavior and Human Resource Management

Citations in the corpus

The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector (2011, background): “Empirical research in China has demonstrated the vital role played by supervisors in cultivating subordinate commitment (Cheng et al., 2003).”
Cross-cultural organizational behavior. (2007, background): “Across seven nations, Andolsek & Stebe (2004) also found that material job values (e.g., job quality) were more predictive of OC in individualistic societies, whereas postmaterialistic job values (e.g., helping others) were more predictive of OC in collectivistic societies.”
Person-organization and person-supervisor fits: Employee commitments in a Chinese context (2011, methodology): “The other measures were in Chinese and have been used in prior studies in a Chinese context (Chen et al., 2002; Cheng et al., 2003; Chuang & Shen, 2007; Farh et al., 1998).”
Understanding of Diversity and Inclusion in a Perceived Homogeneous Culture: A Study of Organizational Commitment and Job Performance Among Korean Employees (2008, background): “Although several studies have reported a small observed relationship between organizational commitment and job performance ( Allen & Meyer, 1996 ; Cheng, Jiang, & Riley, 2003 ; Mathieu & Zajac, 1990 ; Riketta, 2002 ), researchers continued to pursue a strong relationship between the two.”
The relationship between training and organizational commitment among academicians in Malaysia (2015, background): “Cheng et al. (2003) conducted a study to investigate the relationship between supervisory commitment and organisational commitment and how they affect employee outcomes.”
Unraveling the “passion orchestra” in academia (2016, methodology): “Affective organizational commitment was measured using five items (Cheng et al., 2003; O’Reilly and Chatman, 1986) capturing researchers’ internalization to and identification with their university.”
Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards (2012, background): “The findings highlight the continuing importance of the supervisor–subordinate relationship in Chinese organizations, arising from influence of traditional Chinese culture which places emphasis on respect for seniority (Chen et al. 2002; Cheng et al. 2003; Hui et al. 2004).”
Affective Commitment to Organizations and Supervisors and Turnover: A Role Theory Perspective (2017, background): “Our finding of a temporal relationship between change in ACO and subsequent change in ACS in Study 1 goes beyond prior evidence regarding the relationship between the two constructs as based on their simultaneous measurement (e.g., Becker et al., 1996; Becker & Kernan, 2003; Cheng et al., 2003; Hunt”