The Relationship Between Collectivism Orientation And Affect ✓ Solved

The relationship between collectivism orientation and affective commitment under culture shock: a study of employees of Generation Y in Chinese Internet startups

Reviewing the existing literature on collectivism orientation and affective commitment reveals several relevant themes pertinent to understanding the dynamics within Chinese Internet startups, especially among Generation Y employees. Notably, cultural dimensions such as collectivism, the influence of social policies like China's one-child policy, and Western individualistic cultural impacts have been shown to affect generational differences in collectivism among Chinese employees. This literature review aims to synthesize these findings to support hypotheses concerning the variability in collectivism and its influence on affective commitment, considering the moderating role of work values.

1. Cultural Foundations and Generational Variations in Collectivism

Xu et al. (2015) elucidate that Chinese culture predominantly emphasizes collectivism, prioritizing group harmony, family ties, and social cohesion. However, the rapid socio-economic transformations driven by market reforms and globalization have engendered shifts in cultural orientations, particularly among younger generations (Hofstede, 2011). Specifically, the influence of Western individualistic values, propagated through media, education, and global business practices, has led to emerging divergences in collectivism levels among Generation Y employees (Li et al., 2017). This phenomenon aligns with the concept that cultural values are not monolithically static but evolve across age cohorts and social contexts.

Furthermore, the one-child policy implemented in 1979 substantially impacted socialization patterns, fostering a sense of individualism among Chinese youth due to the focused parent-child relationships and reduced familial obligations compared to earlier generations (Chen & Xiao, 2016). These social factors contribute significantly to the cultural orientation of employees in modern Chinese startups and suggest the presence of a formidable age-related cultural gap influencing workplace behaviors.

2. Collectivism and Affective Commitment in Organizational Behavior

Empirical studies have consistently demonstrated a positive correlation between collectivist cultures and organizational commitment, particularly affective commitment—that is, emotional attachment and identification with the organization (Meyer & Allen, 1997; Kim et al., 2014). For example, Yoon and Lim (2018) found that employees with higher collectivism scores exhibit stronger emotional bonds to their organizations, driven by a shared sense of purpose and group belonging. In the Chinese context, this relationship is further accentuated by cultural norms emphasizing loyalty and group harmony (Huang, 2015).

In the setting of Internet startups, which often embody dynamic and innovative environments, collectivist values may influence employees’ willingness to commit emotionally to organizational goals despite the typically high levels of uncertainty and rapid change (Zhang & Zhou, 2019). As such, understanding how collectivism impacts affective commitment is vital for startup managers aiming to foster retention and organizational loyalty among Generation Y employees.

3. Impact of Cultural Orientation on Work Values and Organizational Behavior

Research indicates that an individual's cultural orientation shapes their work values, which subsequently influence behaviors within organizational settings (Triandis, 1990; Earley & Gibson, 2002). In particular, collectivist-oriented employees tend to prioritize group success, harmony, and relational harmony over individual achievement (Hofstede et al., 2010). These work values underpin their organization-related behaviors, including commitment and task performance (Chen et al., 2018).

Moreover, the work values of employees are not fixed; they are modulated by cultural orientation and personal experiences (Spector, 2000). Given the increasing presence of Generation Y in Chinese Internet startups, and their exposure to varying cultural influences, understanding how work values moderate the relationship between collectivism and affective commitment becomes essential. For example, employees with strong collectivist work values may demonstrate greater affective commitment owing to alignment with their cultural orientation (Li & Tsui, 2017).

4. The Moderating Role of Work Values

Studies suggest that work values can serve as a moderator in the relationship between cultural orientation and organizational commitment. Williams and Anderson (1991) highlighted that congruence between personal values and organizational environment enhances affective commitment. Specifically, for collectivist employees, valuing harmony, loyalty, and group benefit strengthens their emotional attachment to the organization (Cheng et al., 2016).

In the context of Chinese Internet startups, this moderating effect may be particularly influential due to the highly team-oriented and collaborative work environment typical of such firms (Zhao & Chen, 2020). The alignment or misalignment of individual work values with collectivist culture could thus significantly impact employees’ affective commitment levels, especially as Generation Y employees may possess diverse or evolving work value systems owing to their unique socio-cultural experiences (Yang et al., 2019).

5. Summary and Implications for Hypotheses Development

The reviewed literature provides substantial support for the first hypothesis that a generational gap exists in the degree of collectivism among employees in Chinese Internet startups. Given the social and cultural shifts discussed, Generation Y employees likely demonstrate varied levels of collectivism compared to previous cohorts. This variability influences their affective commitment, dovetailing with the second hypothesis that collectivist culture impacts emotional bonds to the organization.

Finally, the significant role of work values as a moderating factor underscores the importance of understanding individual differences in values and cultural orientation. Recognizing that work values mediate the collectivism-affective commitment relationship offers valuable insights for managers to tailor organizational practices that enhance commitment, especially in a diverse and culturally dynamic workforce (Zhou & Wang, 2018).

Thus, the integration of cultural, social, and individual factors in this review provides a comprehensive foundation to empirically investigate the proposed hypotheses concerning cultural orientation and organizational commitment among Generation Y employees in Chinese Internet startups.

References

• Chen, X. & Xiao, Z. (2016). Social transformation and generational differences in China. Asian Journal of Social Psychology, 19(2), 145-156.
• Cheng, C., Lee, T., & Lin, C. (2016). Work value congruence and organizational commitment: The mediating role of perceived organizational support. Journal of Vocational Behavior, 94, 46-55.
• Earley, P. & Gibson, C. (2002). Multinational work teams: a new perspective. Routledge.
• Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online Readings in Psychology and Culture, 2(1), 8.
• Huang, X. (2015). Cultural norms and organizational loyalty: A Chinese perspective. International Journal of Cross Cultural Management, 15(2), 137-152.
• Kim, S., Lee, B., & Lee, H. (2014). Cultural values and organizational commitment: The moderating role of perceived organizational support. Journal of Business Ethics, 124(2), 233-245.
• Li, J., & Tsui, A. (2017). Bridging cultural differences: Impacts on work values and organizational commitment. Management and Organization Review, 13(1), 1-24.
• Li, S., Zhang, Y., & Wang, L. (2017). Generation Y in China: Cultural influences and workplace attitudes. Asian Pacific Journal of Management, 34(3), 889-915.
• Meyer, J.P., & Allen, N.J. (1997). Commitment in the workplace: Theory, research, and application. Sage Publications.
• Zhao, M., & Chen, X. (2020). Team dynamics and organizational commitment in Chinese startups. Journal of Business Research, 114, 297-306.