Indian Journal of Industrial Relations: Economics & Social Dev.

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Organizational Commitment of Indian Managers in Multinational Companies


Affiliations
1 International Management Institute, Qutab Institutional Area, New Delhi, India
2 Management Development Institute, Gurgaon, India
     

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The present study examines the nature of Organizational Commitment (OC) from the point of view of Indian executives working in multinational companies operating in the country. The grounded theory and the interpretive approach were adopted to understand the study objective. The data was collected from three multinational companies representing three different nations: Sweden, UK, and Korea. All the three companies had wholly owned subsidiaries in India. The perceptions of executives were interpreted with the help of Allen and Meyer's (1990) framework. The main study findings are that employee's display continuance commitment; normative commitment is absent and affective commitment varies. The paper attempts to explain the reasons for high continuance commitment and why affective commitment varies.
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  • Organizational Commitment of Indian Managers in Multinational Companies

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Authors

Richa Awasthy
International Management Institute, Qutab Institutional Area, New Delhi, India
Rajen K. Gupta
Management Development Institute, Gurgaon, India

Abstract


The present study examines the nature of Organizational Commitment (OC) from the point of view of Indian executives working in multinational companies operating in the country. The grounded theory and the interpretive approach were adopted to understand the study objective. The data was collected from three multinational companies representing three different nations: Sweden, UK, and Korea. All the three companies had wholly owned subsidiaries in India. The perceptions of executives were interpreted with the help of Allen and Meyer's (1990) framework. The main study findings are that employee's display continuance commitment; normative commitment is absent and affective commitment varies. The paper attempts to explain the reasons for high continuance commitment and why affective commitment varies.

References