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dc.contributor.authorBiswas, Sesadri
dc.contributor.authorChallil, Gloryson R. B.
dc.date.accessioned2013-12-06T03:53:31Z
dc.date.available2013-12-06T03:53:31Z
dc.date.copyright2013-12-12
dc.date.issued2013
dc.identifier.citation3rd Biennial Conference of the Indian Academy of Management (IAM), 2013 held at IIMA during 12-14 December, 2013en_US
dc.identifier.isbn9788192080024
dc.identifier.urihttp://hdl.handle.net/11718/11608
dc.description.abstractThis study examines the impact of four types of organizational culture on the affective organizational commitment of the employees along with in-role and extra role behavior. We also measured the mediating effect of self-efficacy in the relationship and the moderating effect of organizational structure between the types of organization culture and self-efficacy. 732 respondents and their supervisors completed two surveys, producing 434 matched surveys. Results of Regression and mediation analysis revealed the impact of organizational cultures on affective commitment and performance indicators as hypothesized. Self-efficacy showed partial mediation in most of the relationships after controlling for the gender, and experience levels of the individuals. We also found evidence for the impact of organic structure on self-efficacy within adhocracy.en_US
dc.language.isoenen_US
dc.publisherIndian Institute of Management Ahmedabaden_US
dc.subjectOrganizational Commitmenten_US
dc.subjectOrganizational Cultureen_US
dc.subjectSelf-Efficacyen_US
dc.subjectIn-Role & Extra-Role Behavioren_US
dc.titleImpact of Organizational Culture and Structure on Organizational Commitment and Individual Performance: Mediating Role of Self Efficacyen_US
dc.typeArticleen_US


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