Beruflich Dokumente
Kultur Dokumente
[ 179 ]
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
Individualism
In its most extreme form, individualism is
synonymous with narcissism, which correlates positively with ego-ideal and
dominance. A more contemporary perspective is based on the core values of freedom,
independence, self-determination, personal
control, hedonism, utilitarianism, competition, competence, and uniqueness (Kim, 1994;
Triandis, 1988), coupled with separation from
in-groups of which family, religion and community are readily identifiable (Bellah et al.,
1985). To the extent that such in-group relationships are manifested through community
life and associations in an individualistic
society, any involvement in them is undertaken only if the self derives some benefit
from them (Triandis, 1988). At the organizational level, individual merit becomes the
sole criterion for appointment, promotion, or
dismissal.
While the above list of values characterizes
all individualists, a finer distinction may be
made on the basis of acceptance of authority.
Singelis et al. (1995) used Rokeachs values
analogy with political systems to explain this
dichotomy. Vertical individualism is dominant in market democracies including the
USA and France, while horizontal individualism primarily exists in democratically socialist countries like Sweden. The core individual belief in rewards according to merit is
qualified by the greater share apportioned to
those of higher rank in vertically individualist societies, with the desire for equal sharing
of resources in horizontally individualist
countries. In Singelis et al.s (1995) factor
analysis of individualism, vertical individualism loaded most heavily on the desire for
and enjoyment of competition at work, the
importance of winning, and annoyance at the
superior performance of coworkers. In a
factor analysis of this dimension using a
sample of American students, Triandis et al.
(1988) observed that the most important factor was self-reliance with competition.
The cornerstone of horizontal individualism is the existence of an autonomous self
equal in status with others (Singelis et al.,
1995). Daun et al. (1989) portray Swedish
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society as a classic case of horizontal individualism. Paradoxically, the desire for autonomy rooted in freedom and independence
coexists with the desire for conformity, in
that deviation from reference group norms is
considered an aberration. No conflict results,
as affirmation by the group serves to reinforce an independent individual position. In a
survey of 11 nationalities, Swedes were found
to have the lowest desire for social status
achieved through deviation from group
norms, even if such deviation leads to success
(Daun, 1989).
Collectivism
Collectivism as conformity to group opinion
is the subordination of personal interests to
the attainment of in-group goals of co-operation, group welfare and in-group harmony
(Earley, 1989; Triandis et al., 1985). In-group
boundaries are defined with explicit and firm
out-group boundaries. In-group loyalties may
be restricted to family, close friends or the
organization, or to requiring the contribution
of expertise from individual employees
through the synergistic sharing of diverse
skills. In other words, intrapreneurship is the
domain of those who possess the directed
autonomy (Waterman, 1987) of individual
product champions and the ability to utilize
peer respect and negotiating power (Souder,
1987) to craft coalitions and build partnerships (Kanter, 1985). Such individuals value
independence, moderate risk-taking and the
ability to persuade others to support their
ideas, together with the need for achievement, goal orientation and internal locus of
control (Hornsby et al., 1993). With the exception of the ability to persuade others to support their ideas, the other traits listed above
are individualist. Additionally, empirical
support for a relationship between individualism and intrapreneurship was found by
Morris et al. (1994) via a curvilinear model.
The question then becomes, is the vertical or
horizontal individualist likely to be the more
successful intrapreneur? The horizontal
individualist, with values of equality-matching and lack of desire for prominence, may be
a more co-operative team member than the
vertical individualist. The competitiveness,
winning orientation and self-reliance of the
vertical individualist may impede team success. Intuitively, highly successful team-based
intrapreneurial ventures in computer hardware and software companies, pharmaceutical manufacturers and telecommunications
companies, rarely publicize the contributions
of individual team members; the result of
their efforts is characterized as a team
achievement.
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
[ 181 ]
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
Methods
The sample consisted of employees of midsized manufacturing and service firms in the
medical technology, food, computer and
entertainment industries based in South
Florida. Administrators at each firm were
contacted to distribute the surveys to employees. Of the 246 questionnaires distributed, 106
were returned, for a response rate of 43 per
cent. The mean age of the respondents was
30.57 years (standard deviation 7.8). Of the 50
men and 56 women surveyed, 31 were firstline supervisory managers and 75 were technicians.
Measures
Control variables
To control for interrater variability resulting
from demographics, age, gender, race, religion, experience and tenure were specified as
control variables. Race (dichotomized into
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Main variables
The main variables were identified as follows:
Vertical and horizontal individualism and
collectivism. Singelis et al.s (1995) 32-item,
nine-point, Likert-type scale with four
eight-item subscales for each dimension
was employed. Their Cronbach alpha reliability coefficients of 0.75, 0.60, 0.65 and 0.69
for the vertical individualism, horizontal
individualism, vertical collectivism and
horizontal collectivism sub-scales respectively are comparable to the coefficients
used in this study of 0.61, 0.81, 0.72 and 0.76.
Singelis et al. (1995) established construct
validity through superior fit for a fourfactor model over single and two-factor
models, and convergent validity by significant positive correlations with Singelis
(1994) self-construal scale and the Sinha and
Verma (1994) scales.
Intrapreneurship. Intrapreneurship was
measured by Covin and Slevins (1989) nineitem, seven-point strategic posture scale.
The Cronbach alpha of 0.84 in the present
study indicated high reliability. Covin and
Slevin (1989) assessed construct validity
through factor analysis in which all items
loaded above 0.6 on a single factor. Management support for intrapreneurship was a
six-item, two-point measure to determine
the existence of managerial support, autonomy in project selection, rewards for innovation, time availability to pursue special
projects and the existence of a skunkworks.
Organizational level. Organizational level
was dichotomized into 1 = managers and 2
= technicians for all regressions.
Organizational commitment. Organizational commitment was measured by Porter
et al.s (1974) organizational commitment
questionnaire (OCQ). The Cronbach alpha
of 0.94 of this study may be likened to those
of 0.82 to 0.93 reported in earlier studies
(Ivancevich, 1979; Jermier and Berkes, 1979;
Kerr and Jermier, 1978). Convergent validity has been established through significant
positive associations with work-oriented
interests (Dubin, 1956) along with the ability to predict leaving behaviour. Discriminant validity was observed through correlations with job involvement (Lodahl and
Kejner, 1965), job descriptive index
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
subscales (Mowday et al., 1979), job satisfaction (Jermier and Berkes, 1979), need for
achievement and need for autonomy (Steers
and Braunstein, 1976). Beckers (1992) threeitem, seven-point scale was used to evaluate
commitment to the areas of focus. Becker
(1992) established discriminant validity for
these by observing that they account for
unique variance in satisfaction, intent to
quit, and prosocial organizational behaviours.
Analysis
Two moderated hierarchical regressions
were performed to test the hypotheses. For
each regression, order of entry was specified
by blocks of variables with control variables
at the first level, main variables at the second
level, two-way interactions at the third level
and three-way interactions at the fourth level.
Results
H1 was tested by the regression of intrapreneurship on horizontal individualism (see
Table I). Both linear and cubic models were
specified. The cubic model was included to
account for a curvilinear relationship
between individualism and intrapreneurship
observed in the Morris et al. (1994) study. H1
was supported with the three-way interaction
between high levels of horizontal individualism and support and organizational level
accounting for the largest proportion of the
variance, i.e. a significant 22 per cent in the
linear model (t = 4.51, p < 0.001) and 15 per
cent (t = 4.32, p < 0.001) in the cubic model.
To explore this finding further, the sample
was split according to both organizational
level (managers versus technicians) and
support (high versus low). For the high-support technicians group, there was a significant positive relationship between horizontal
individualism and intrapreneurship (t =
32.48, p < 0.001); for all other groups, the relationship was weakly negative. In other words,
the personality of the horizontal individualist
located at a low organizational level in a supportive environment promotes intrapreneurship.
H2 was supported in the second regression
with vertical collectivism accounting for 17
per cent of the variance in organizational
commitment (t = 3.88 to 3.92, p < 0.001) (see
Table II).
H3 was partially supported, with the threeway interactions between horizontal collectivism and work-group and supervisor commitments showing significant negative relationships with organizational commitment.
As H3 had predicted that the direction of the
Table I
Results of hierarchical regression of intrapreneurship on horizontal individualism
Variables
Age
Gender
Race
Religion
R2 at Step 1
R2 at Step 1
Horizontal individualism (HI)
Horizontal individualism (HI2)
Horizontal individualism (HI3)
Vertical individualism (VI)
Support (S)
Organizational level (OL)
R2 at Step 2
R2 at Step 2
HI VI
HI S
HI OL
VI S
VI OL
R2 at Step 3
R2 at Step 3
HI S OL
R2 at Step 4
R2 at Step 4
Model 1
Model 2
0.01
0.07
0.07
0.03
0.01
0.01
0.11
0.02
0.05
0.07
0.03
0.01
0.01
6.74**
14.32**
7.82**
0.07
0.03
0.00
0.05
0.04
0.09
0.02
0.11
0.01
0.07
0.30
0.25
1.73**
0.87*
1.59** 0.78**
0.61
0.48
0.05
0.17
0.24*** 0.26**
0.22
0.15
1.76*** 0.98***
0.45*** 0.40***
0.21
0.14
horizontal collectivism-organizational commitment would be positive, this result represents a reversal of the hypothesized direction.
Subgroup analysis confirmed the direction of
the result with the high organizational levelhigh workgroup commitment group showing
a significant negative horizontal collectivismorganizational commitment relationship (t =
5.3,1, p < 0.05). Horizontal collectivists at
high organizational levels who are strongly
attached to their work-groups are less committed to the organization. At low organization levels, work-group commitment has no
influence on the horizontal collectivismorganizational commitment relationship;
horizontal collectivists who are both strongly
and weakly attached to their work-groups are
committed to the organization. This finding
may be extended to supervisory commitment,
in which the high work-group commitmenthigh supervisor commitment group showed a
significant negative relationship with organizational commitment (t = 0.04, p < 0.05).
Horizontal collectivists who are strongly
attached to both their supervisors and their
work-groups are less committed to the organization.
[ 183 ]
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
Table II
Regression of organizational commitment on
vertical collectivism
Variables
Age
Gender
Race
Religion
Experience
Tenure
R2 at Step 1
R2 at Step 1
Vertical collectivism (VC)
Horizontal collectivism (HC)
Organizational level (OL)
Workgroup commitment (WC)
Supervisor commitment (SC)
Top management commitment (TM)
R2 at Step 2
R2 at Step 2
HC WC OL
HC WC SC
R2 at Step 3
R2 at Step 3
0.04
0.08
0.24*
0.08
0.17
0.20
0.08
0.08
0.45**
0.10
0.13
0.10
0.03
0.22
0.33**
0.25**
1.37**
1.69**
0.73**
0.39**
Discussion
It may appear surprising that all four dimensions of the construct were found in American organizations given that the society is
considered to be vertically individualist. In
accordance with Singelis et al. (1995), since
societies are predominantly vertically or
horizontally individualist or collectivist, and
the extent to which they are depends on the
situation, it is conceivable that dimensions
other than vertical individualism are present. Further, as organizations have a collectivizing influence manifested by the need for
compliance with rules, procedures and acceptance of the authority of superiors, individuals may be predisposed towards collectivism
in their role as employees as opposed to their
social and personal roles.
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this distinction in a replication of their original studies, with a view to improving the
explanatory power of the resulting models.
This study also provides discriminant
validity for both vertical collectivism and
horizontal individualism. Vertical collectivism explained much more of the variance
in organizational commitment than did horizontal collectivism, as did horizontal individualism over vertical individualism for
intrapreneurship. This studys finding does
not support Singelis et al.s (1995) suggestion
of collapsing vertical and horizontal collectivism into a single construct. In terms of
their relationship to organizational commitment these two dimensions are different and
should be measured as distinct entities.
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
References
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Herron, M. (1996), Assessing the work environment for creativity, Academy of Management Journal, Vol. 39, pp. 1154-84.
Becker, T. (1992), Foci and bases of commitment:
are they distinctions worth making?, Academy of Management Journal, Vol. 35, pp. 232-44.
Bellah, R., Madsen, R., Sullivan, W., Swidler, A.
and Tipton, S. (1985), Individualism and Commitment in American Life, University of California Press, Berkeley, CA.
Bochner, S. and Hesketh, B. (1993), Power distance, individualism-collectivism, and jobrelated attitudes in a culturally diverse work
group, Journal of Cross-Cultural Psychology,
Vol. 25, pp. 233-57.
Buchanan, B. (1974), Building organizational
commitment: the socialization of managers in
[ 185 ]
Rebecca Abraham
The relationship of vertical
and horizontal individualism
and collectivism to
intrapreneurship and
organizational commitment
Leadership & Organization
Development Journal
18/4 [1997] 179186
[ 186 ]