Perceptions of organisational subculture and their significance for organisational commitment

Lok, P; Westwood, R; Crawford, JD

Perceptions of organisational subculture and their significance for organisational commitment

Lok, P Westwood, R Crawford, JD

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Publisher:: Blackwell Publishing
Publication Type:: Journal Article
Citation:: Applied Psychology - An International Review, 2005, 54 (4), pp. 490 - 514
Issue Date:: 2005-01

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Field	Value	Language
dc.contributor.author	Lok, P	en_US
dc.contributor.author	Westwood, R	en_US
dc.contributor.author	Crawford, JD	en_US
dc.date.issued	2005-01	en_US
dc.identifier.citation	Applied Psychology - An International Review, 2005, 54 (4), pp. 490 - 514	en_US
dc.identifier.issn	0269-994X	en_US
dc.identifier.uri	http://hdl.handle.net/10453/5553
dc.description.abstract	This paper investigates the relationship between perceptions of organisational culture, organisational subculture, leadership style, and commitment. The impact of culture and leadership style on commitment has been previously noted, but there is a lack o	en_US
dc.publisher	Blackwell Publishing	en_US
dc.relation.ispartof	Applied Psychology - An International Review	en_US
dc.relation.isbasedon	10.1111/j.1464-0597.2005.00222.x	en_US
dc.subject.classification	Business & Management	en_US
dc.title	Perceptions of organisational subculture and their significance for organisational commitment	en_US
dc.type	Journal Article
utslib.citation.volume	4	en_US
utslib.citation.volume	54	en_US
utslib.for	150312 Organisational Planning and Management	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1701 Psychology	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Corporate Services)
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access
pubs.consider-herdc	true	en_US
pubs.issue	4	en_US
pubs.volume	54	en_US

Abstract:

This paper investigates the relationship between perceptions of organisational culture, organisational subculture, leadership style, and commitment. The impact of culture and leadership style on commitment has been previously noted, but there is a lack o

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http://hdl.handle.net/10453/5553