Department of Management

Country culture moderators of the relationship between gender and organizational commitment

Research output: Contribution to journal/Conference contribution in journal/Contribution to newspaperJournal articleResearchpeer-review

DOI

  • Mark F. Peterson
  • Aycan Kara, Indiana University Southeast
  • ,
  • Abiola Fanimokun, Maximus Inc
  • ,
  • Peter B. Smith, Sussex University

Purpose: The present study consists of managers and professionals in 26 countries including seven from Central and Eastern Europe. The purpose of this paper is to investigate whether culture dimensions predict country differences in the relationship between gender and organizational commitment. The study integrated theories of social learning, role adjustment and exchange that link commitment to organizational roles to explain such differences in gender effects. Findings indicate that an alternative modernities perspective on theories of gender and commitment is better warranted than is a traditional modernities perspective. Design/methodology/approach: This study examined the relationship between gender and organizational commitment using primary data collected in 26 counties. The cross-level moderating effects of individualism, masculinity, uncertainty avoidance, power distance and restraint vs indulgence was examined using hierarchical linear modeling. Findings: Organizational commitment is found to be higher among men than women in four countries (Australia, China, Hungary, Jamaica) and higher among women than men in two countries (Bulgaria and Romania). Results shows that large power distance, uncertainty avoidance, femininity (social goal emphasis) and restraint (vs indulgence) predict an association between being female and commitment. These all suggest limitations to the traditional modernity-based understanding of gender and the workplace. Originality/value: This study is unique based on the three theories it integrates and because it tests the proposed hypothesis using a multi-level nested research design. Moreover, the results suggest a tension between an alternative modernities perspective on top-down governmental effects on commitment through exchange and bottom-up personal effects on commitment through social learning with role adjustment in an intermediate position.

Original languageEnglish
JournalBaltic Journal of Management
Volume14
Issue3
Pages (from-to)389-410
Number of pages22
ISSN1746-5265
DOIs
Publication statusPublished - Jul 2019

    Research areas

  • Commitment, Country cultures, Gender, Hofstede, Modernity

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