Antecedents and consequences of psychological contracts: Does organizational culture really matter?

被引：47
|
作者：
Richard, Orlando C. [1 ]
McMillan-Capehart, Amy [2 ]
Bhuian, Shahid N. [3 ]
Taylor, Edward C. [4 ]
机构：
[1] Univ Texas Dallas, Sch Management, Richardson, TX 75083 USA
[2] E Carolina Univ, Coll Business, Greenville, NC 27858 USA
[3] Louisiana Tech Univ, Coll Adm & Business, Ruston, LA 71272 USA
[4] Piedmont Coll, Sch Business, Demorest, GA 30535 USA
来源：
JOURNAL OF BUSINESS RESEARCH | 2009年 / 62卷 / 08期
关键词：
Psychological contracts; Relational contracts; Transactional contracts; Organizational culture; Clan culture; Hierarchy culture; Affective commitment; Yearly earnings; COMMITMENT; MARKETS;
D O I：
10.1016/j.jbusres.2008.04.001
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
Exploring the role of psychological contracts, this study proposes that different organizational cultures are associated with relational psychological contracts compared to transactional contracts while both types of contracts serve as mediators. While clan cultures positively impact relational contracts and are negatively associated with transactional contracts, hierarchical cultures have the reverse effect. In addition, psychological contract types mediate the two culture types' relationship to both organizational commitment and employee yearly earnings. In sum, clan cultures relate to more positive organizational outcomes than hierarchical cultures, a finding which as implications for future research and practice. Published by Elsevier Inc.
引用
收藏
页码：818 / 825
页数：8
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