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

Educational institutions in general have a unique culture that lends itself to independent thinking, autonomy, participation, and shared governance. However, national context plays a major role in shaping the nature of these academic organizations, with implications for management and human resources strategies — and thus organizational commitment. Given the shifting socio-economic landscape, current higher education expectations, and an increasingly cross-cultural workforce, these institutions today have a different work environment, which impacts their management styles. This study explores the phenomenon of organizational commitment across cultures and the factors that influence it by examining if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries. The work includes a review of relevant literature on 10 countries and the results of a survey of university faculty members in these countries, assessing their institutions' human resources practices and their effect on organizational commitment