Gender differences in organizational commitment and rewards within Japanese manufacturing companies in China

Keisuke Kokubun, Misako Yasui

Research output: Contribution to journalArticlepeer-review

5 Citations (Scopus)


Purpose: The purpose of this paper is to investigate gender differences in organizational commitment (OC) and the relationship between OC and rewards among employees who work for Japanese manufacturing companies within China. Design/methodology/approach: This study utilized hierarchical regression analysis to examine survey data obtained from 27,854 employees who worked for 64 Japanese manufacturing companies within China. Findings: The results reveal that autonomy and role clarity had a stronger influence, and co-worker support had a weaker influence, on OC for male employees than for female employees. These differences may be because more male employees than female employees prefer working with higher autonomy and well-defined roles than with co-worker support. After all, male employees, who place a great emphasis on independence, competition, decision-making and challenges, rely on intrinsic rewards more than social rewards. Research limitations/implications: This study used data collected from Japanese manufacturing companies to understand the differences between OC and rewards in local male and female Chinese employees. We recommend that future research uses other national affiliates to clarify the characteristics of male and female Chinese workers more objectively and to test the validity of this research. Practical implications: The results of this study support revising human resource management practices within multinational enterprises to enable female and male host-country workers to contribute to their companies on a long-term basis by taking into account the differences between the cultures of the home and host countries. Originality/value: Although previous research has elucidated the OC–rewards relationship in particular countries, it has not met the requirements of foreign managers from different corporate cultures who face differences in the OC–rewards relationship between their male and female employees. In this sense, this research is the first attempt to tackle this theme and contribute to the literature.

Original languageEnglish
Pages (from-to)501-529
Number of pages29
JournalCross Cultural and Strategic Management
Issue number3
Publication statusPublished - 2020
Externally publishedYes


  • China
  • Exploratory factor analysis
  • Gender
  • Japanese manufacturing companies
  • Organizational commitment
  • Rewards

ASJC Scopus subject areas

  • Business and International Management
  • Cultural Studies
  • Sociology and Political Science
  • Strategy and Management
  • Organizational Behavior and Human Resource Management


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