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Lok, Peter and John Crawford. “The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership & Organization Development Journal 20.7 (2009), 365 – 374. Print.
Organizational change and development have become some of the most researched and debatable topics in modern models of corporate and organization management. Over the last few decades, the importance of organizational change at all levels of an organizational structure has become evident.
Many empirical studies have been carried out to examine various aspects of this debate. While a wide volume of literature has emerged from these studies, several aspects are still worth research because successive studies reveal additional gaps in the existing knowledge.
In this article, the researchers attempt to describe the relationship between organizational commitment, culture and subculture and their impacts on leadership style and job satisfaction in organizational development and change (Lok and Crawford 366).
Using empirical study, the researchers cited the necessity to examine the dynamics of the relationship between all these variables, which affect leadership and organizational change in most companies.
The study questions revolved around the issues of corporate commitment, culture and subculture in relationship to their impact on organizational leadership and ability to enhance positive change; development is growth of the company in various aspects.
The researchers used a quantitative empirical study in which they obtained participants from real companies. The participants were also drawn from various structural levels in the target companies.
Using questionnaires, the researchers attempted to determine the relationship between the aforementioned variables. In particular, organizational level of control, nature of the working environment, age, sex, level of education, commitment and experience of the leaders were the main variables for the research.
The data obtained from the study revealed that organizational subculture had a strong relationship with commitment variable. In fact, the researchers found that the relationship between commitment and subculture was stronger than the relationship between culture and commitment.
Moreover, the study indicates that the level of commitment was strongly related to satisfaction, which superseded the relationship between commitment and organizational level of control.
It is also worth noting that the study shows significant levels of relationship between styles of leadership and commitment, but the relationship between age and commitment was relatively weak. In addition, the level of education and years of experience did not show any relationship with commitment.
As such, the researchers concluded that various aspects of subculture are linked with commitment, which provides evidence of their important roles in organizational change and development. It was shown that organizations with positive aspects of subculture were likely to achieve positive change and development.
The article is an important source of information relating to the modern aspects of organizational change and development, especially within the context of international management. For instance, it provides evidence of the need for strong policies in managing organizations with cross-cultures and subcultures.
In fact, this is an important topic in the modern context because management of multinational corporations in a globalized world requires skills for managing diverse cultures.
Noteworthy, the article has also revealed the need for additional studies because it reports that the relationship between aspects such as level of education and experience do not affect commitment and consequently, organizational change. Additional research studies should be done to determine the worthiness of this conclusion.
Works Cited
Lok, Peter and John Crawford. “The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership & Organization Development Journal 20.7 (2009), 365 – 374. Print.
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