Abstract
Due to the rapid development of information technology and global economic competition, high-tech companies face more fierce competitive pressure. If a corporation wants to better compete against his competitors, it would need many highly-qualified workforce to devote all their efforts and resources to solve difficult problems and to achieve organizational goals. Most excellent high-tech companies have devoted many resources to retain qualified and competent employees and to motivate them to increase their performance. However, many high-qualified employees often quit their jobs and then work for other companies. Therefore, it is critical to better understand the important factors influencing employees' organizational commitment, job involvement, and organizational citizenship behavior. According to literature review and interviews with 5 HR managers, the study applied different theories and empirically investigated on the factors that affect organizational commitment, job involvement, and organizational citizenship behavior by integrating locus of control, work enthusiasm, and leader-member exchange into the theoretical model. Data were collected from 201 employees at 6 high-tech companies located in the Hsinchu Science Park, Taiwan. The partial least squares approach was used to evaluate the explanatory power and causal links of the model. Analytical results indicate that leader-member exchange had a significant effect on organizational commitment and job involvement. Work enthusiasm had a direct effect on organizational commitment and job involvement. Locus of control had a direct effect on organizational commitment. Further, organizational commitment and job involvement both influence organizational citizenship behavior. The future research and practical implications of the findings are discussed.
Highlights
Owing to the rapid development of information technology and global competition, most high-tech companies have faced higher competitive pressure than ever
organizational citizenship behavior (OCB) was measured with 5 items which were taken from a Chinese OCB scale of Farh, Earley and Lin [38]
Psychometric properties of the scales were assessed in terms of internal consistency, convergent validity, and discriminant validity
Summary
Owing to the rapid development of information technology and global competition, most high-tech companies have faced higher competitive pressure than ever. High-tech industries are very different from traditional industries. Traditional firms generally face a relatively stable and low uncertainty environment. The tasks of traditional organizational employees are generally simple and routine [1,2]. High-tech firms exist in an environment characterized by rapid change, ambiguity, dynamics, and hyper-competition and they face very short product life cycle and sudden losses in market position [3,4,5]. Most excellent high-tech companies have made all their efforts to find better ways to compete, survive, and success in their business war
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