The Multi-Dimensional Interaction Effect of Culture, Leadership Style, and Organizational Commitment on Employee Involvement within Engineering Enterprises: Empirical Study in Taiwan

Lin Liu, Hsing-Wei Tai (), Kuo-Tai Cheng, Chia-Chen Wei, Chang-Yen Lee and Yen-Hung Chen
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Lin Liu: School of Management, Shandong University of Technology, Zibo 255000, China
Hsing-Wei Tai: School of Civil and Architectural Engineering, Shandong University of Technology, Zibo 255000, China
Kuo-Tai Cheng: Department of Environmental and Cultural Resources, National Tsing Hua University, Hsinchu 300044, Taiwan
Chia-Chen Wei: Department of Civil Engineering, Pingtung University of Science and Technology, Pingtung 912301, Taiwan
Chang-Yen Lee: Graduate Institute of National Policy and Public Affairs, National Chung-Hsing University, Taichung 40227, Taiwan
Yen-Hung Chen: Department of Public Affairs, Fo Guang University, Yijan 26247, Taiwan

Sustainability, 2022, vol. 14, issue 16, 1-22

Abstract: The prosperity of the engineering industry is the main driving force of the country’s economic development, and the smooth operation of engineering enterprises is the premise for ensuring the prosperity of the engineering industry. This study demonstrates the four dimensions of organization, leadership management, employee identification, and employee involvement, discusses the four components involved (Corporate Culture, Paternalistic Leadership, Organizational Commitment, Job Involvement) and studies their interrelationships and mutual influences. A comprehensive literature review not only makes the four components clearer but puts forward eight hypotheses. Prior to the comprehensive survey analysis, a pilot study was conducted for experienced practitioners in the industry and 311 valid questionnaires were collected. Using IBM SPSS and IBM SPSS AMOS software, the questionnaire data were analyzed by constructing a structure equation, and the results show that: (1) corporate culture is positively related to the paternalistic leadership style and organizational commitment; (2) The paternalistic leadership style is positively correlated with the organizational commitment; (3) The organizational commitment and job involvement are positively correlated; (4) Organizational commitment has an intermediary effect between corporate culture and job involvement; (5) There is no positive correlation between corporate culture and paternalistic leadership style, on the one hand, and job involvement, on the other; (6) The intermediary effect of paternalistic leadership is not significant between corporate culture and job involvement.

Keywords: cooperate culture; paternalistic leadership; organizational commitment; job involvement; engineering industry (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

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