The impact of cultural values on job satisfaction and organizational commitment in self-managing work teams: The mediating role of employee resistance

Using a field survey of 461 self-managing work team members in four countri es, we examined: (1) whether employee resistance to such teams mediated the relationships between employee cultural values and job attitudes and (2) w hether the value-resistance relationships were stronger in some countries t han in others. Results show that resistance mediated the cultural value-job attitude relationships, sometimes fully and sometimes partially, depending on which type of resistance (to teams or to self-management) and which typ e of cultural value was being examined. Theoretical and practical implicati ons are discussed.