Assessing crossnational invariance of the three-component model of organizational commitment:A cross-country study of university faculty

Purpose The purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries. Design/methodology/approach The work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, and χ2 tests for randomized response were used, while Cronbach’s α test helped to establish survey instrument validity. Findings Though certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures. Research limitations/implications Cultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies. Practical implications National context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model). Originality/value This study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes

Assessing Cross-National Invariance of the Three-Component Model of Organizational Commitment: A Cross-Country Study of University Faculty

Purpose: This study examines affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries. Methodology: The work expands on Meyer and Allen's (1991) three-component model of organizational commitment. It includes a review of relevant literature on 10 countries and the results of a survey of university faculty members in 8 of these countries, assessing their institutions' human resources practices and their effect on organizational commitment. Findings: Though certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and thus generalizability of the model across cultures. Research: Cultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies. Practical Implications: National context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter alia, through the three-component model). Originality/Value: This study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.div_BaM13pub5248pub

One Arab woman's journey to entrepreneurship: a case study

The United Arab Emirates (UAE) is pegged as a highly opportunistic market. The region's unique demographics include a native population that is in the minority and high numbers of women involved in entrepreneurial activities. The latter trend brings women's issues to the forefront with implications for, among other areas, policymaking, infrastructure access, and new research avenues. This work offers a case study of a Syrian woman entrepreneur in the UAE, highlighting the particular and varied challenges that female immigrant entrepreneurs (FIEs) face. The study's findings point to a need for policy to introduce support mechanisms, as well as a need for family and community mentoring. Also, more research is needed to assess important elements of economic activity and to measure factors such as social status and self fulfilment. Efforts in these directions will help boost women's entrepreneurship ventures and influence their evolution, for even greater benefit to the region

Banking Finance Experts Consensus on Compliance in US Bank Holding Companies: An e-Delphi Study

Compliance measures emphasized in the Dodd-Frank Bill 2010, Section 165 is a response to the 2008 financial crisis, that requires large banks to maintain a minimum capital ratio. The Federal Reserve Bank (Fed) regulates capital of Bank Holding Companies (BHC) through compliance Supervisory Capital Assessment Program (SCAP) 2009 and Comprehensive Capital Adequacy Review (CCAR) 2011 annual stress test of capital. The Fed imposed a minimum capital ratio of 8% that has derailed the risk management objective of capital adequacy, as bank managers are forced to take on more risk to meet the capital ratio. This study concerns senior manager practices that can be effective in meeting compliance requirements posed by the Fed for BHCs. Through a qualitative e-Delphi study, 10 banking finance experts were convened to build consensus on senior manager’s practices that can be effective in meeting compliance requirements. Data were collected from three electronic questionnaires submitted through Qualtrics. Data were analyzed using theoretical triangulation, coding, and thematic analysis. Four important considerations were identified that could bolster compliance measures effectiveness: (a) emphasis placed on understanding regulatory consultant compliance, (b) maintenance of effective and independent compliance align to organizational objectives, (c) clear definition of data source for compliance analytics. These considerations of compliance practices may help senior bank managers reduce risky behaviors and investments that cause significant bank losses