Liu, Yuanyuan (2018) Organizational culture, employee resilience and performance in the international banking industry. Doctoral thesis, Birkbeck, University of London.
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Abstract
In today‘s intensely competitive and changing business environment, employee resilience plays an important role as a capability to enhance individual and organizational performance. Although organizational contexts matters greatly for the development of this capability, so far little research has been conducted on employee resilience in different organizational cultural contexts. This thesis systematically investigates the relationship between organizational culture, employee resilience, and job performance in the international banking industry. First, using a sample of 1501 employees from 14 banks in China, we examine the mediating effect of employee resilience on the ‗employee learning orientation – performance‘ relationship based on a conceptual framework from conservation of resource theory. We find that employee learning orientation not only directly and positively influences job performance, but also indirectly does so via employee resilience as a mediator. Second, by analysing the in-depth interview data of 32 Chinese-origin employees with over five years working experience from eight international banks, we identify three types of organizational culture – jungle culture, caring culture and conservative culture, and explore how employee resilience evolves in these different cultural contexts. We find that: in the jungle cultural context, organizational culture influences employee resilience in a U-shaped pattern; in the caring cultural context, organizational culture positively affects employee resilience; in the conservative cultural context, organizational culture negatively relates to employee resilience. Lastly, by using a unique data set from 236 Chinese-origin employees from six international banks, we examine that to what extent employee resilience is influenced by the match or mismatch between employee motivation and organizational culture. We find that: in the jungle culture, employees with a short-term motivation show a higher level of resilience than those with a long-term motivation, while employees with a long-term motivation display higher resilience than those with a short-term motivation in the caring culture. In addition, employees with a short-term motivation exhibit more resilience in the jungle culture than in the caring culture; however, employees with a long-term motivation show higher resilience in the caring culture than in the jungle culture. As such, theoretical and managerial implications of our findings are discussed.
Metadata
| Item Type: | Thesis |
|---|---|
| Copyright Holders: | The copyright of this thesis rests with the author, who asserts his/her right to be known as such according to the Copyright Designs and Patents Act 1988. No dealing with the thesis contrary to the copyright or moral rights of the author is permitted. |
| Depositing User: | Acquisitions And Metadata |
| Date Deposited: | 02 Oct 2018 11:18 |
| Last Modified: | 01 Nov 2023 13:41 |
| URI: | https://eprints.bbk.ac.uk/id/eprint/40354 |
| DOI: | https://doi.org/10.18743/PUB.00040354 |
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