Organizational culture, trust, and supervisor support: drivers of employee commitment in China

This study addresses a critical gap by investigating the complex interplay between organizational culture, supervisor support, and organizational trust in fostering affective commitment among employees, particularly within the distinct cultural context of mainland China.

Data were collected from 439 participants through an online survey instrument. Hierarchical regression analysis was used to examine the direct and interactive effects of the independent variables on affective commitment.

Hierarchical regression analysis revealed that clan and hierarchy cultures, along with supervisor support and organizational trust, were significant positive predictors of affective commitment. Adhocracy and market cultures did not show significant direct effects. Notably, two significant interaction effects emerged: one between supervisor support and organizational trust, and another between clan culture and organizational trust. Simple slopes analysis indicated that high levels of supervisor support significantly strengthen the positive association between organizational trust and affective commitment, and that a strong clan culture similarly strengthens this relationship.

These findings underscore the importance of fostering a supportive supervisory environment and building trust within organizations, particularly when supported by collectivist and structured cultural attributes, to enhance employee commitment. Theoretical and practical implications are discussed, highlighting the need for cultivating clan and hierarchy-oriented cultures, strengthening organizational trust, and implementing effective supervisor training programs.