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<p>Drawing on the social identity perspective, this study aims to elucidate the intricate relationship between organizational culture (OC), including bureaucratic culture (BOC), innovative culture (IOC), and supportive culture (SOC), and affective commitment (OAC), with organizational identification (OI) serving as a mediator. This study further examines the role of power distance (PD) in the relationship between OC and OI. A questionnaire survey of 132 responses from three selected public sector organizations of Pakistan was analyzed using Structural Equation Modeling (SEM) with SmartPLS to empirically test the outcomes. Study findings suggest a positive relationship between BOC and IOC with OI, while the relationship between SOC and OI is found to be insignificant. The study contributes by showing some interesting findings: 1) OI fully mediates the relationships between BOC and OAC as well as IOC and OAC; 2) OI doesn’t intervene in the relationship of SOC with OAC; 3) PD doesn’t moderate the relationships between BOC, IOC, and SOC with OI. The results indicate that bureaucratic and innovative cultures can be considered more relevant predictors to foster identification and commitment in the public sector compared to the supportive culture, and national culture can also play its role in this regard.</p>

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Impact of Organizational Culture on Affective Commitment: A Social Identity Perspective

  • 期刊论文

  • 发表日期：

    2025年10月10日

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  • Zahid Latif,
  • Mohammad Kamrul Hasan,
  • Kolachina Srinivas,
  • Alaulddin Buraa Jawad,
  • Adnan Riaz,
  • Masroor Alam

摘要

Drawing on the social identity perspective, this study aims to elucidate the intricate relationship between organizational culture (OC), including bureaucratic culture (BOC), innovative culture (IOC), and supportive culture (SOC), and affective commitment (OAC), with organizational identification (OI) serving as a mediator. This study further examines the role of power distance (PD) in the relationship between OC and OI. A questionnaire survey of 132 responses from three selected public sector organizations of Pakistan was analyzed using Structural Equation Modeling (SEM) with SmartPLS to empirically test the outcomes. Study findings suggest a positive relationship between BOC and IOC with OI, while the relationship between SOC and OI is found to be insignificant. The study contributes by showing some interesting findings: 1) OI fully mediates the relationships between BOC and OAC as well as IOC and OAC; 2) OI doesn’t intervene in the relationship of SOC with OAC; 3) PD doesn’t moderate the relationships between BOC, IOC, and SOC with OI. The results indicate that bureaucratic and innovative cultures can be considered more relevant predictors to foster identification and commitment in the public sector compared to the supportive culture, and national culture can also play its role in this regard.