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Managerial Culture and the Stillbirth of Organisational Commitment
Author(s) -
Coopey John
Publication year - 1995
Publication title -
human resource management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.44
H-Index - 77
eISSN - 1748-8583
pISSN - 0954-5395
DOI - 10.1111/j.1748-8583.1995.tb00375.x
Subject(s) - organizational culture , argument (complex analysis) , accountability , public relations , business , organizational commitment , sociology , political science , law , biochemistry , chemistry
The concept of organisational commitment continues to interest academics and practitioners despite evidence of low commitment in British companies. Explanations concentrate on why employees fail to respond to management policies or, more radically, on efforts to realign ‘corporate culture’. In this article the focus is changed by John Coopey to enable the effect of managerial culture on organisational commitment to be examined. the conceptual framework is of culture influencing individual attitudes via psychological processes (mediated through relationships). These themes are developed in a two‐fold argument: first managers are seen as entrapped in a culture that protects prerogatives through processes of accountability and hence, second, managers find difficulty in acting as exemplars of organisational commitment for potential followers.