Organizational Commitment of Chinese Employees in Foreign-Invested Firms

Only available on StudyMode
  • Download(s) : 158
  • Published : March 5, 2013
Open Document
Text Preview
This article was downloaded by: [INASP - Pakistan (PERI)] On: 29 September 2012, At: 06:15 Publisher: Routledge
Informa Ltd Registered in England and Wales Registered Number: 1072954 Registered office: Mortimer House, 37-41 Mortimer Street, London W1T 3JH, UK

The International Journal of Human Resource Management
Publication details, including instructions for authors and subscription information:

Jos Gamble a & Qihai Huang b
a aSchool of Management, Royal Holloway, University of London, UK b bBusiness School, Manchester Metropolitan University, Manchester, UK

Version of record first published: 07 May 2008.

To cite this article: Jos Gamble & Qihai Huang (2008): , The International Journal of Human Resource Management, 19:5, 896-915

To link to this article:


Full terms and conditions of use:

This article may be used for research, teaching, and private study purposes. Any substantial or systematic reproduction, redistribution, reselling, loan, sub-licensing, systematic supply, or distribution in any form to anyone is expressly forbidden.

The publisher does not give any warranty express or implied or make any representation that the contents will be complete or accurate or up to date. The accuracy of any instructions, formulae, and drug doses should be independently verified with primary sources. The publisher shall not be liable for any loss, actions, claims, proceedings, demand, or costs or damages whatsoever or howsoever caused arising directly or indirectly in connection with or arising out of the use of this material.

The International Journal of Human Resource Management,[pic] Vol. 19, No. 5, May 2008, 896–915

Organizational commitment of Chinese employees in foreign-invested firms

Jos Gamblea* and Qihai Huangb

aSchool of Management, Royal Holloway, University of London, UK; bBusiness School, Manchester Metropolitan University, Manchester, UK

Organizational commitment is believed to be critical to organizational effectiveness and has been studied extensively in Western management research. It is claimed that the organizational commitment construct developed in Western contexts is valid across nations and cultures (Meyer, Stanley, Herscovitch and Topolnytsky 2002) and is a global predictor of intention to quit (Campbell and Campbell 2003). In this study we seek to understand whether organizational commitment differs between various cultures by exploring the organizational commitment of local employees in the Chinese subsidiary stores of a British multinational retailer and its relationship with employees’ willingness to stay. China constitutes an important location to test such theories given its rapid integration into the global economy along with increased levels of labour turnover that have become a serious problem for many foreign-invested enterprises. It is a timely point at which to investigate the factors that underlie both labour turnover and retention in China and to explore whether organizational commitment contributes to retention. The multinational selected for the research operates over 50 stores in 23 Chinese cities and has become that country’s third largest foreign retailer and its largest home improvement chain store.

Keywords: China; foreign-invested enterprises; human resource management (HRM); labour markets; organizational commitment; retail sector

Organizational commitment has been studied extensively in Western management research and remains of substantial...
tracking img