The relative importance of glaser, zamanou and hacker's six cultural dimensions in engendering employee identification : a survey of Chinese employees

• Main Author: Wang, Gang
• Other Authors: Bendix, S. M.
• Language: en
• Published: Peninsula Technikon 2016
• Subjects: Corporate culture > China; Organizational culture > China; Group identity; Organizational effectiveness > China; Organizational commitment > China
• Online Access: http://hdl.handle.net/20.500.11838/2050

Thesis (MTech (Business Administration))--Peninsula Technikon, 2004. === Organizational identification has been regarded as a new control strategy for modern organizations. High levels of organizational members' identification result in various benefits to organizational performance. Among organizational theorists there exists a strong school of thought, which sees organizational culture as the antecedent to organizational identification. Culture, and therefore also organizational culture, is a complex and integrative phenomenon which encompasses the values, assumptions, interactions and behaviours within a particular group. As point of departure, this research adopted Martin's (2000:26) argument that culture is best studied through the cultural artefacts, being the most visible manifestations also of deep-seated values and assumptions. Previous studies on organizational culture-related organizational behaviours have been conducted mostly in a Western-cultural context. It was hoped, by this research, to fill the theoretical gap by establishing a link between organizational culture and organizational identification in Chinese organizations. The relationship between organizational culture and organizational identification was investigated through a survey conducted in three Chinese organizations representing a cross section of industry.