Cross-cultural study of the role of informal relations in the formation of organizational loyalty

This research is devoted to the study of models of informal relations between managers and subordinates and their impact on organizational loyalty of subordinates. We tested hypotheses of the cultural-universal relationship between the components of informal relations in the organization and organizational loyalty; and of the cultural specificity of the peculiarities of the influence of informal relations on organizational loyalty caused by the indigenous models of informal relations. For measuring components of informal relations we used Q. Chen’s method(Chen et al., 2009), and for measuring of the index of organizational loyalty we used “The Scale of organizational loyalty" (Lee, Allen, Meyer, Rhee, 2001). The results of the study, based on data confirmatory factor analysis and structural equation modeling, confirmed the hypotheses. In addition, we analyzed cultural universal and culture-specific aspects of the role of informal relationships in organizational loyalty in the context of different cultures in the framework of a multidisciplinary approach that takes into account social, organizational and cross-cultural psychology.

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