The relationships of organizational culture, commitment to change, and to behavioral support for organizational change in Taiwan

This study examines the applicability of the competing values framework (CVF) developed by Quinn and Rohrbaugh (1983) and further developed by Cameron and Quinn (1999) in the diagnosing the organizational culture. Commitment to change, an extension of three-component of commitment was developed by Herscovitch and Meyer (2002), was examined in the study. The instruments of organizational culture assessment instrument (OCAI), commitment to change scale, and behavioral support scale were used in the study. Data were collected from 732 respondents in Taiwan Tobacco and Liquor Corporation (TTL) which has been implementing organizational change.; Data analyses indicated that a core culture dominated in TTL is rational culture type. Support was found that flexibility-oriented cultures (i.e., group and developmental cultures) are positively related to affective and normative two forms of commitment to change, whereas flexibility-oriented cultures are negative related to continuance commitment to change. Contrary to the prediction, the control-oriented cultures (i.e., hierarchical and rational cultures) are positively related to affective and normative commitment to change as well. Thus, both flexible-oriented and control-oriented culture types are positively related to acceptance of the change. The results may have been explained by the fact that different countries where their own bureaucratic and rational cultures are unique. It is understood that employees with high loyalty and low turnover rate (i.e., long years of service) are likely to support the control-oriented culture values existed in certain large public enterprise in Taiwan and support the undergoing organizational change.; Additionally, only affective and normative commitment to change are positively related to compliance, cooperation, and championing behaviors, whereas continuance commitment to change is unrelated to compliance and cooperation behaviors and slightly negatively related to championing behavior. Similarly, employees describe themselves as displaying compliance behavior for the change as long as any one form of commitment to change is strong, whereas employees with strong affective or normative commitment to change describe them as displaying beyond compliance behavior.