Employee Demography, Organizational Commitment, and Turnover Intentions in China: Do Cultural Differences Matter?

By Z. Chen, A. M. Francesco. 2000

405 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/cd480d0929c41ef9fe7eb0a275cb2cc2754f4735

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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): “From a practical point of view, employers might encourage employees to consider the organisation as a family/in-group (Chen and Francesco, 2000) for which they might be more willing to exert effort.”
Loyalty to supervisor vs. organizational commitment: Relationships to employee performance in China. (2002, background): “In spite of its recent effort to build up the legal infrastructure, China remains a society characterized by rule of man (where relationships matter) more than rule of law (Chen & Francesco, 2000; Walder, 1991).”
Cultural Awareness in Knowledge Transfer to China — The Role of Guanxi and Mianzi (2006, neutral): “Chinese culture is considered to be different from that of the West in many ways (Chen & Francesco, 2000; Child & Lu, 1996; Tung, 1986).”
The effect of organisational culture and leadership style on job satisfaction and organisational commitment: A cross‐national comparison (2004, result): “Thus, organisational commitment and job satisfaction are important attitudes in assessing employees' intention to quit and the overall contribution of the employee to the organisationNumerous antecedents of job satisfaction and organisational commitment have been suggested in the earlier studies ( C”
Mediating Role of Affective Commitment in HRM Practices and Turnover Intention Relationship: A Study in a Developing Context (2011, background): “Scholars still continue searching the answer of what determine employee turnover in different contexts as context is important to understand the turnover phenomenon (Chen & Francesco, 2000).”
The impact of participative leadership behavior on psychological empowerment and organizational commitment in Chinese state-owned enterprises: the moderating role of organizational tenure (2006, result): “This finding is consistent with the suggestion that the individual characteristics and experiences of employees may explain the differential reactions of Chinese employees toward new management practices ( Chen & Francesco, 2000; Lo & Aryee, 2003).”
Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards (2012, methodology): “In recent years, researchers have begun to examine the influence of cultural differences on the development of organizational commitment (Chen and Francesco 2000; Glazer, Daniel and Short 2004; Gamble and Huang 2008).”
Antecedents and Consequences of Cronyism in Organizations (2003, background): “In fact, the development of a deep sense of obligation toward the supervisor may supercede attachment toward the organization (Chen and Francesco, 2000).”
Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “An element of the traditional Chinese culture, guanxi, referring to the important roles of personal ties in Chinese organizations (Chen & Francesco, 2000), may have affected the justice–AOC relationship in China.”
Work values, job satisfaction and organizational commitment in China (2012, background): “Despite tremendous research on organizational commitment (for a review, see Meyer, Stanley, Herscovitch and Topolnytsky 2002), there is little research on organizational commitment and its antecedents in non-Western countries and China in particular (Chen and Francesco 2000; Wong, Ngo and Wong 2002)”
Collectivism, individualism, and outgroup cooperation in a segmented China (2007, background): “When examining research related to employee identification in Chinese firms, turnover intentions were negatively correlated with organizational identification (e.g., Wong, Ngo, & Wong, 2002; Chen & Francesco, 2000 ).”