India is a country in the process of significant social, economic, and cultural changes. These changes have increased competition among India’s organizations, affected how they are run, and have influenced the values of its growing workforce. Employees’ commitment is an increasingly important concept for organizations to understand and leverage to remain competitive, but is not well understood in an Indian context. In this chapter, the authors describe the nature of India’s changing workplace culture and review the extant commitment literature, contrasting it the findings of Western commitment research. Further, they draw on Wasti and …nder’s (2009) model describing the influences of social-institutional and cultural factors on commitment and apply it to an Indian context. They conclude by discussing some of the implications for research and practice derived from this model. Reference: Wasti, S.A. and …nder, C. (2009). Commitment across cultures: Progress, pitfalls and propositions. In H.J. Klein, T.E. Becker and J.P. Meyer (eds), Commitment in Organizations: Accumulated Wisdom and New Directions (pp. 309_346). Florence, KY: Routledge.
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