The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan
Abstract
:1. Introduction
2. Literature Review
2.1. Corporate Culture
2.2. Paternalistic Leadership
2.3. Organizational Commitment
2.4. Job Involvement
2.5. Brief Summary
3. Hypothesis Development
3.1. Study Hypothesis
3.1.1. Relationship between Corporate Culture and Paternalistic Leadership Style in the Engineering Industry
3.1.2. Relationship between Corporate Culture and Organizational Commitment in the Engineering Industry
3.1.3. Relationship between Corporate Culture and Job Involvement in the Engineering Industry
3.1.4. Relationship between Paternalistic Leadership and Organizational Commitment in the Engineering Industry
3.1.5. Relationship between Paternalistic Leadership and Job Involvement in the Engineering Industry
3.1.6. Relationship between Organizational Commitment and Job Involvement in the Engineering Industry
3.1.7. Relationship between Paternalistic Leadership and Organizational Commitment in Corporate Culture and Job Involvement in the Engineering Industry
4. Personal Attributes and Variable Operational Definition
5. Results Analysis
5.1. Correction of the Original Measurement Model
5.2. Result Analysis of the Correction Model
5.3. Participation in the Analysis of the Investigators’ Various Components
5.4. Reliability Analysis and Related Analysis
5.5. Structural Equation Analysis
6. Implications and Conclusions
6.1. Research Results
6.2. The Practical Value of the Research Results
6.3. Future Research Recommendations
- (1)
- The survey data of this study are mainly from local engineering enterprises in Taiwan. Future studies should focus on multinational engineering enterprises in Taiwan or Chinese companies overseas with engineering industry backgrounds to confirm whether there are similar conclusions.
- (2)
- This research focuses on the engineering industry, in the future, the feminine or triad leadership model will be compared to paternalistic leadership to test the similarities or differences.
Author Contributions
Funding
Conflicts of Interest
References
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Order | Department | Position | Specialization | Years of Experience |
---|---|---|---|---|
1 | President’s Office | Senior President | Management of planning, manufacturing, and construction | 33 |
2 | Production Department | Senior Vice President | Management planning and manufacturing | 30 |
3 | Production Department | Senior Project Manager | Planning and manufacturing management | 29 |
4 | Production Department | Senior Associate | Planning, manufacturing, and management | 28 |
5 | Production Department | Senior Associate | Planning and manufacturing management | 24 |
6 | Research Department | Vice President | Design and planning, technical innovation, research, and improvement | 20 |
7 | Research Department | Associate | Technical innovation, research, and improvement | 14 |
8 | Engineering Department | Senior Vice President | Management of planning, manufacturing, and construction | 31 |
9 | Design Department | Senior Associate | Design and planning | 30 |
10 | Design Department | Senior Associate | Design and planning | 24 |
11 | Design Department | Senior Manager | Design and planning | 27 |
12 | Design Department | Vice President | Management of design and planning, manufacturing, and construction | 21 |
13 | Design Department | Vice President | Management of design and planning, and manufacturing | 20 |
14 | Design Department | Manager | Design and planning | 19 |
Facet | Title | Average | Standard Deviation |
---|---|---|---|
Corporate culture | CC5 | 4.86 | 1.097 |
CC6 | 4.58 | 1.090 | |
CC7 | 4.07 | 1.282 | |
CC12 | 4.50 | 1.124 | |
CC13 | 4.23 | 1.017 | |
CC14 | 4.67 | 1.064 | |
Paternalistic Leadership | PL6 | 4.50 | 0.987 |
PL7 | 3.85 | 1.116 | |
PL8 | 4.50 | 1.267 | |
PL9 | 4.59 | 1.193 | |
PL10 | 4.30 | 1.180 | |
Job Involvement | JI1 | 4.41 | 1.089 |
JI2 | 4.30 | 1.085 | |
JI3 | 4.59 | 1.009 | |
JI4 | 4.51 | 1.044 | |
JI6 | 4.63 | 1.091 | |
JI7 | 4.40 | 1.048 | |
JI8 | 4.74 | 1.015 | |
Organizational Commitment | OC1 | 4.35 | 1.078 |
OC2 | 4.49 | 1.083 | |
OC3 | 4.72 | 1.029 | |
OC4 | 4.82 | 1.009 | |
OC6 | 4.90 | 1.014 | |
OC7 | 4.79 | 0.983 |
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Liu, L.; Tai, H.-W.; Cheng, K.-T.; Wei, C.-C.; Lee, C.-Y.; Chen, Y.-H. The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan. Sustainability 2022, 14, 9963. https://doi.org/10.3390/su14169963
Liu L, Tai H-W, Cheng K-T, Wei C-C, Lee C-Y, Chen Y-H. The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan. Sustainability. 2022; 14(16):9963. https://doi.org/10.3390/su14169963
Chicago/Turabian StyleLiu, Lin, Hsing-Wei Tai, Kuo-Tai Cheng, Chia-Chen Wei, Chang-Yen Lee, and Yen-Hung Chen. 2022. "The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan" Sustainability 14, no. 16: 9963. https://doi.org/10.3390/su14169963
APA StyleLiu, L., Tai, H. -W., Cheng, K. -T., Wei, C. -C., Lee, C. -Y., & Chen, Y. -H. (2022). The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan. Sustainability, 14(16), 9963. https://doi.org/10.3390/su14169963