Abstract
This study aimed to empirically test theoretically established assumptions about culture orientations related to employee outcome. In particular, the present study investigated the relationship between both market- and clan-oriented culture in relation to employee performance and commitment. Also, the purpose of this study was to investigate the possible moderation of psychological contracts for the relationships between culture orientations and employee outcome. The present study is based on 52 organizations in Norway and 665 respondents voluntary participating in this project. Data was collected at the organizational and at the employee level. Multilevel analyses were therefore utilized in analyzing the data. The results of the present study revealed a statistically significant relationship between market-oriented culture and employee performance. The present study also found that psychological contracts moderate the relationship between clan-oriented culture and organizational commitment. In particular, when the employees perceive that the organization has not fulfilled its part of the psychological contract, commitment seems to be higher in highly clan-oriented organizations than in not-clan-oriented organizations. This finding suggests that in a highly supportive environment, to some extent, the employee tolerate more unmet obligations, before reducing their commitment to the organization.