Corporate culture measures have bee

Corporate culture measures have been validated as involvement, consistency, adaptability and mission traits (Coffey, 2003; Denison 1990; Fey and Denison, 2003; Miller, 2004). Involvement trait measures the extent to which the participation of employees in decision makingresults to a consensus of responsibility and commitment to organizational goals. Consistency trait measures how employees shared values, beliefs and symbols result to coordinated actions. Adaptability trait measures how organizations system of behaviours and structures increase their capacity to survive in their environment. Shared mission trait measures how employees shared understanding of the function, purpose and objectives of organizations result to corporate commitment and
effective performance. Corporate culture will be measured in this study using the four corporate cultural traits.
3.2 Organizational Commitment
Organizational commitment remains a contested construct that has been conceptualized and measured differently. It is viewed from behavioural and attitudinal perspectives (Lok and Crawford, 2004). Behavioural commitment is concerned with the process by which an employee becomes part of a particular organization and appropriate behaviour exhibited by the employee (Meyer and Allen,1991). On the other hand, attitudinal commitment views organizational commitment in terms of the relationship between an employee and the organization, and the extent to which the employee and the organization share the same goals and values (Meyer and Allen, 1991).
Despite the dichotomy between behavioural and attitudinal commitment, measures on the basis of attitudinal perspective have been most frequently validated and used in previous research (Lok and Crawford, 2004; Meyer and Allen, 1997; Price and Mueller, 1981; Steers, 1977).Based on attitudinal commitment, Mowday et al. (1979) define organizational commitment as the relative strength of an individual’s identification with, and involvement in a particular organization. This can be characterized by three related factors: a strong belief in and acceptance of the organization’s goals and values; a willingness to exert considerable effort on behalf of the organization; and a strong desire to maintain membership in the organization. Lok and Crawford (2004) argue that Mowday et al.’s (1982) conceptualization of organizational commitment is consistent with the attitudinal perspective. This conceptualization is measured via Mowday et al.’s (1979) organizational commitment questionnaire (OCQ) which will be used in this study.