Effect of the University organizational culture perception on students’ commitment: the role of organizational identification

Abstract

The study is aimed to identify the way organizational culture contributes to the students’ commitment to the University. In addition, the linkage of organizational identification and commitment is examined. Applying the quantitative methodology to collect the bachelor students’ data the questionnaire was constructed. The questionnaire includes measures for identification by Kreiner and Ashforth, Organizational Culture Instrument (OCAI) based on competitive Values Framework (CVF) by Quinn and Cameron and Porter Organizational Commitment Questionnaire (OCQ). After that, the data analysis was provided with conducting of Cronbach-alpha and T-Test, providing descriptive statistics, applying Spearman correlation analysis and performing structure equitation modeling (SEM). By this token, we were able to build the university commitment model. Our findings show that students are getting more committal to the university, if there is an environment with strong Clan culture, emphasizing human relations and cooperation, with which students tend to identify themselves. Additionally, we defined that Market culture type with ideas of competition and Hierarchy type based on the formal procedures predict a decrease in students’ commitment. Moreover, Adhocracy culture as innovation-based is not clearly understood by students. Hence, the discussion and implications are suggested to explain our results.