The impact of organizational culture and person‐organization fit on organizational commitment and job satisfaction in Taiwan

By C. Silverthorne. 2004

579 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ff64024a3a7467914f88534a2086dc190735db6a

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In Organizational Behavior and Human Resource Management

1. R. Taormina
2. Yuosre F. Badir
3. Bilal Afsar
4. V. Bellou
5. Leonard Bright
6. L. Yiing
7. K. Ahmad
8. Thomas L. Baker

Citations in the corpus

• Values and person‐organization fit: Does moral intensity strengthen outcomes? (2011, background): “Empirical findings have consistently demonstrated favorable attitudinal and behavioral outcomes resulting from strong P-O fit including increased job satisfaction, commitment (Silverthorne, 2004; Verquer et al., 2003) and OCB and reduced turnover (Hoffman and Woehr, 2006).”
• Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? (2008, background): “Scholars have found that as the congruence between individuals and organizations increase, employees become more satisfied and less likely to leave their jobs (Boxx, Odom, & Dunn, 1991; Cable & DeRue, 2002; Lovelace & Rosen, 1996; Silverthorne, 2004; Sims & Kroeck, 1994; Westerman & Cyr, 2004).”
• Authentic leadership and organizational culture as drivers of employees’ job satisfaction (2013, background): “…this context, people are more and more interested in working in companies with a flexible organizational culture, in which it has been found that employees show higher levels of job satisfaction (e.g., Lund, 2003; McKinnon, Harrison, Chow, & Wu, 2003; Silverthorne, 2004).”
• Enrolling Stakeholders under Conditions of Risk and Uncertainty (2016, background): “…Ferris et al., 2003; Guthrie and Hollensbe, 2004; Hollenbeck and Klein, 1987; Johnson, Chang, and Yang, 2010; Lok, Westwood, and Crawford, 2005; Silverthorne, 2004) and consequences (Hollenbeck and Klein, 1987; Klein et al., 1999; Mathieu and Zajac, 1990; Meyer et al., 2002; Meyer, Becker, and…”
• The influence of organizational culture on job satisfaction and intention to leave (2010, background): “Organizational culture has been shown to have a direct influence on staff satisfaction and commitment (e.g., Johnson & McIntyre, 1998; Lok & Crawford, 1999; Lund, 2003; Silverthorne, 2004) and turnover intention (e.g., Egan, Yang, & Bartlett, 2004; MacIntosh & Doherty, 2005; Sheridan, 1992).”
• Organizational culture as a predictor of job satisfaction: the role of gender and age (2010, background): “Culture has attracted some attention, mostly with regards to the effect that different types of it or its dimensions have on job satisfaction (i.e. Huang and Wu, 2000; Lund, 2003; McKinnon et al., 2003; Odom et al., 1990; Silverthorne, 2004).”
• Overcoming the barriers to pro-environmental behaviors in the workplace: A systematic review (2018, background): “For instance, a lack of autonomy is directly linked to perceived behavioral control (Ajzen, 2006) and non-authentic organizational goals lead to a poor internal culture that is known to influence employees' commitment (Silverthorne, 2004).”
• The relationship between workplace spirituality and innovative work behavior: the mediating role of perceived person–organization fit (2015, background): “Silverthorne (2004) found that employees with a good perceived person–organization fit are satisfied with their tasks and intrinsically motivated, and those who are intrinsically motivated display IWB more often (De Jong and Den Hartog 2007).”
• The impact of person-organization fit on the corporate brand perception of employees and of customers (2005, background): “Chatman (1989), O’Reilly et al. (1991), Cable and Judge (1996), Chan (1996), Kristof (1996), Cable and DeRue (2002) and Silverthorne (2004) all determined that the greater the POF, the greater is the employees’ satisfaction, which leads to a greater commitment to the organization and its goals.”
• Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness (2016, background): “Previous studies indicate that the more individuals fit into their organization, the more positive work-related outcomes can be achieved, including lower stress levels (de Lara, 2008), higher job involvement (Lauver & Kristof-Brown, 2001; Silverthorne, 2004), greater organizational commitment (Chatm”
• Internal marketing, internal branding, and organisational outcomes: The moderating role of perceived goal congruence (2013, background): “Organisations need to understand how to develop a mutual understanding and sense of commitment within employees (Posner, Kouzes, & Schmidt, 1985; Silverthorne, 2004).”