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Haines R, Street M, Haines D (2008). The influence of perceived importance of an ethical issue on moral judgment. moral obligation, and moral intent. J. Bus. Ethics., 81(2): 387-399. Hart SL (1995). A natural-resource-based view of the firm. Acad. Manage. Rev., 20(4): 986-1014. Hendry JR (2003). Environmental NGOs and business: a grounded theory of assessment, targeting, and influencing. Bus. Society., 42(2): 267-276. Hsu ML (1998). A Study of Cognition of Business Environmental Ethics: Theory and Reality. NSC program (NSC87-2416-H-002- 044). Jones TM (1991). Ethical decision making by individuals in organizations: an issue-contingent model. Academy of Manage. Rev., 16(2): 366-395. Jöreskog KG., Sörbom D (1996). LISREL 8 user's reference guide (2nd Ed.). Scientific Software International, Chicago. Kerlinger FN, Lee HB (2000). Foundations of Behavioral Research (4th Ed.). Wadsworth/Thomson Learning, Australia. Leopold A (1949). A Sand County Almanac. Oxford University Press, New York. May DR, Pauli KP (2002). The role of moral intensity in ethical decision making. Bus. Society., 41(1): 84-117. Michael K, Liane Y, Ralph A, Daniel T, Fiery C, Marc H, Antonio D (2007). Damage to the prefrontal cortex increases utilitarian moral judgments. Nature., 446(7138): 908-911. Morris SA, McDonald RA (1995). The role of moral intensity in moral judgments: an empirical investigation. J. Bus. Ethics., 14: 715-726. Naess A (1973). The Shallow and the Deep, Long-Range Ecology Movements: A Summary. in G. Sessions (eds. 1995). Deep Ecology for the 21st Century: 151-155. Shambhala Publications, Inc, Boston. Nunnally JC (1978). Psychometric Theory (2nd Ed.). MacGraw-Hill, New York. Peslak AR (2008). Current information technology issues and moral intensity influences. J. Comput. Inform. Syst., 48(4): 77-86. Piercy NF, Lane N (2007). Ethical and moral dilemmas associated with strategic relationships between business-to-business buyers and sellers. J. Bus. Ethics., 40: 87-102. Rest JR (1986). Moral Development: Advances in Research and Theory. Praeger, New York. Robbins SP (2005). Essentials of Organizational Behavior (8th Ed.). Prentice Hall, New York. Sheng and Chen 7541 Rozzi R, Massardo F, Anderson CB, Heidinger K, Silander JAJr (2006). Ten principles for biocultural conservation at the southern tip of the americas: the approach of the omora ethnobotanical park. Ecology Society., 11(1): 43-66. Sheng CW, Hsu ML (2000). The Green Wall Effect and its Organizational Contingencies: The Case of the Electronic Information Industry in Taiwan. Fu Jen Studies, Colleges Law Manage., 30: 17-42. Sheng CW (2001). A study of green recruitment: the relationship between potential employees’ bee recognition and their need for job condition. J. Human Resource Manage., 1(1): 119-138. Shrivastava P (1995). The role of corporations in achieving ecological sustainability. Acad. Manage. Rev., 20(4): 936-960. Singhapakdi A, Vitell S, Franke GR (1999). Antecedents, consequences, and mediating effects of perceived moral intensity and personal moral philosophies. Journal of the Acad. Market. Sci., 27: 19-36. Strauss A, Corbin J (1990). Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Sage Publication Inc, California. Strong KC (1996). A postmodern feminist perspective on organizations in the natural environment: rethinking ecological awareness. Bus. Society., 35(1): 62-78. Taylor PW (1986). Respect for Nature: A Theory of Environmental Ethics. Princeton University Press, NJ. Tello SF, Yoon E (2008). Examining drivers of sustainable innovation. J. Int. Bus. Strat., 8(3): 164-169. Wasieleski DM, Hayibor S (2008). Breaking the rules: examining the facilitation effects of moral intensity characteristics on the recognition of rule violations. J. Bus. Ethics., 41: 275-289. Wolff MF (1996). Green wall hurts environment management. Res- Technol. Manage., 39(2): 5-6. York J (2009). Pragmatic sustainability: translating environmental ethics into competitive advantage. J. Bus. Ethics., 85(1): 97-109.
African Journal of Business Management Vol. 5(17), pp. 7542-7556, 4 September, 2011 Available online at http://www.academicjournals.org/AJBM DOI: 10.5897/AJBM11.610 ISSN 1993-8233 ©2011 <strong>Academic</strong> <strong>Journals</strong> Full Length Research Paper Impact of locus of control, changes in work load and career prospects on organizational commitment of employees of life insurance companies during merger and acquisition Chiewei Hung 1 and Ker-Tah Hsu 2 * 1 Feng Chia University, Department of Risk Management and Insurance, 100 Wen-Hua Road, Seatwen 407, Taichung City 40724, Taiwan. 2 National Taichung University of Education, Department of International Business, 140 Min-Shen Road, Taichung City 40306, Taiwan. Accepted 21 June, 2011 This paper explores employee organizational commitment in the process of merger and acquisition. A case study of a life insurance merge and acquisition case in which the acquiring company was a local life insurance firm and the acquired company was a foreign-owned insurance company in Taiwan is used. The present study explored two issues: (1) whether employees of the acquiring company and the acquired company perceived changes in work load and career prospects differently during the process of absorption and exhibited different levels of organizational commitment to the surviving company; and (2) the structural relationships between organizational commitment, locus of control and the perceived changes in work load and career prospects for employees of the two companies. We found that work load change and career prospects change is perceived by employees of the two groups invariantly; employees of the acquiring company have higher level of organizational commitment than those of the acquired company; the direct influences of work load change and career prospects change on organizational commitment are statistically significant; the direct influences of locus of control on organizational commitment, work load change, and career prospects change are statistically significant; the indirect influence of locus of control on organizational commitment is statistically significant; and the moderating effect of locus of control is not statistically significant. Key words: Organizational commitment, locus of control, work load, career prospect. INTRODUCTION The International Financial Reporting Standards Bulletin IV (IFRS4) to which life insurance companies in EU are subject, came into force in 2005. It mandates more stringent financial norms than in other countries. Many life insurance companies in Europe have since decided to sell overseas assets in order to meet the dramatic increase in reserve requirement under IFRS4. In 2004, European life insurance companies began to withdraw from the life insurance market in Taiwan and to sell their *Corresponding author. E-mail: kthsu@ntcu.edu.tw. Tel: +886 4 2218 3934; fax:+886 4 2218 3356 subsidiaries and branches. Largely for this reason, the number of foreign-owned life insurance companies in Taiwan fell after 2007. Former subsidiary and branch companies of European life insurance companies were often acquired by Taiwanese life insurance companies. The case being studied includes two companies. The acquiring company was established in the 1990s and was the first new life insurance company established after the restrictions on the number of life insurance companies in Taiwan was lifted. According to the Life Insurance Association in Taiwan, through the end of September 2008, the market share of the acquiring company was 7.06%. After Taiwan opened its life insurance market to foreign firms, the acquired company was the first foreign
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African Journal of Business Managem
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Editors Prof. Wilfred Isioma Ukpere
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Electronic submission of manuscript
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Fees and Charges: Authors are requi
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Table of Contents: Volume 5 Number
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7166 Afr. J. Bus. Manage. the high
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7168 Afr. J. Bus. Manage. Cargo mov
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7170 Afr. J. Bus. Manage. has produ
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7172 Afr. J. Bus. Manage. resources
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7174 Afr. J. Bus. Manage. celebrate
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7176 Afr. J. Bus. Manage. effective
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7178 Afr. J. Bus. Manage. interacti
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7180 Afr. J. Bus. Manage. firstly,
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7182 Afr. J. Bus. Manage. TQM pract
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7184 Afr. J. Bus. Manage. with lowe
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7186 Afr. J. Bus. Manage. in a diff
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7190 Afr. J. Bus. Manage. Decision
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7192 Afr. J. Bus. Manage. restructu
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7194 Afr. J. Bus. Manage. Performan
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7196 Afr. J. Bus. Manage. firm perf
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African Journal Of Business Managem
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7200 Afr. J. Bus. Manage. to establ
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7202 Afr. J. Bus. Manage. marketing
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7204 Afr. J. Bus. Manage. initial a
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7206 Afr. J. Bus. Manage. from the
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7208 Afr. J. Bus. Manage. Phillips
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7210 Afr. J. Bus. Manage. of the sa
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7212 Afr. J. Bus. Manage. ′ w k m
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7214 Afr. J. Bus. Manage. procedure
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7218 Afr. J. Bus. Manage. Figure 2.
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7220 Afr. J. Bus. Manage. stimulate
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7222 Afr. J. Bus. Manage. these com
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7228 Afr. J. Bus. Manage. Table 2.
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7234 Afr. J. Bus. Manage. CRM resea
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7238 Afr. J. Bus. Manage. The one a
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7242 Afr. J. Bus. Manage. and Norto
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7250 Afr. J. Bus. Manage. DEFINING
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7256 Afr. J. Bus. Manage. critical
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7260 Afr. J. Bus. Manage. external
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7262 Afr. J. Bus. Manage. represent
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7270 Afr. J. Bus. Manage. business
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7274 Afr. J. Bus. Manage. Satisfact
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7276 Afr. J. Bus. Manage. Score of
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7282 Afr. J. Bus. Manage. Satisfact
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7292 Afr. J. Bus. Manage. determine
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7298 Afr. J. Bus. Manage. Procedure
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7308 Afr. J. Bus. Manage. required
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7310 Afr. J. Bus. Manage. This obse
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7318 Afr. J. Bus. Manage. expectati
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7320 Afr. J. Bus. Manage. Compensat
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7324 Afr. J. Bus. Manage. Psychol.,
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7326 Afr. J. Bus. Manage. the resea
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7328 Afr. J. Bus. Manage. Z( T, whe
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7330 Afr. J. Bus. Manage. (10) and
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7332 Afr. J. Bus. Manage. during wh
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7334 Afr. J. Bus. Manage. optimal v
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7336 Afr. J. Bus. Manage. satisfact
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7340 Afr. J. Bus. Manage. female re
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7344 Afr. J. Bus. Manage. Populatio
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7352 Afr. J. Bus. Manage. ln S = ln
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7356 Afr. J. Bus. Manage. but some
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7358 Afr. J. Bus. Manage. investiga
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7360 Afr. J. Bus. Manage. when conf
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7362 Afr. J. Bus. Manage. PCs in a
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7364 Afr. J. Bus. Manage. supported
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7366 Afr. J. Bus. Manage. Psychol.,
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7368 Afr. J. Bus. Manage. social pr
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Table 2. Companies and countries co
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to CSR clearly and reliably. The st
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consumers to participate with the t
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A Liao 7379 Figure 1. Example of ev
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Table 3. Summary statistics of the
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Table 5. Utilities for subject 1 Li
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REFERENCES Anderson JC, Narus JA (1
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7386 Afr. J. Bus. Manage. aggregate
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7388 Afr. J. Bus. Manage. Analysis
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(Bass and Avolio, 1994). Leaders fo
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the employees. When employees are e
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Table 1. Means, standard deviation
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negativity in the organization. Tra
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of psychological ownership. Thus te
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Meyer JP, Becker TE, Vandenberghe C
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goods industry in the future. LITER
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F + 2 0. 110 * F + Table 3. Factor
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APPENDIX Data for evaluation on the
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anks. Camanho and Dyson (2005) enha
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Step A-4: Correlation analysis Star
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Table 1. Original raw data of input
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Table 5. Scenario table. Wang and W
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Delmas M, Toka Y (2005). Deregulati
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Technology managers need to attract
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λ is the parameter for risk aversi
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specified ranges of return, for eac
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Carlsson C, Fulle´r R, Majlender P
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Stock Exchange, (Rao, 2010) in Nati
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etween size and unsystematic risk i
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The research schema Figure 1 indica
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Table 3. Result of Freidman rank te
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Table 8. The result of Spearman cor
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significant differences between the
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leadership. The process of manageri
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indices of quality of life work. On
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Figure 2. The values of standardize
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Table 4. The values of coaching ind
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Table 1. Contrast between hedonic a
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in consumers’ shopping behavior.
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et al., 2006; Carpenter, 2008). For
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Table 2. contd Shopping satisfactio
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value in the construct of clothing
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independence, assertiveness, innova
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over those of competitors in order
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Table 2. Demographic profile and ce
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Table 4. Service satisfaction level
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There is a strong significant corre
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Dean AM (2004). Rethinking customer
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as a margin rate of 10% and rest to
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(7) Table 1. Descriptive statistics
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APPENDIX A Table 1. Failure rate te
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Table 1. Results of the multivarian
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Figure 3. Entrepreneurship as a fun
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Furkukawa K, Shafer WE, Lee GM (200
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happen to firms of any and all size
Page 344 and 345: participants attributed their failu
Page 346 and 347: Table 1. Descriptive statistics of
Page 348 and 349: Table 4 Contd. Inconsideration of l
Page 350 and 351: Table 5 Contd. Manufacturing 2.17 1
Page 352 and 353: African Journal of Business Managem
Page 354 and 355: The CLRP is an NP-hard problem, so
Page 356 and 357: No START Form a new cluster. Select
Page 358 and 359: Table 1. Computational results of G
Page 362 and 363: Table 1. Correlation of facets of C
Page 366 and 367: Figure 1. Theoretical approach adop
Page 368 and 369: quadrant (III), including product v
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Page 372 and 373: signal. This hypothesis predicts a
Page 374 and 375: Variables are defined as in the ful
Page 376 and 377: Table 3. The results of model (2).
Page 378 and 379: around the world. Q. Rev. Econ. Fin
Page 380 and 381: tourism industry development. In th
Page 382 and 383: Table 2. Canonical correlation. 2 C
Page 384 and 385: Table 5. Bilateral analysis and ran
Page 388 and 389: strategies (Hart, 1995; Tello and Y
Page 390 and 391: Table 1. Reliability and construct
Page 392 and 393: Table 3. Latent variables test. She
Page 396 and 397: owned insurance firm to enter the m
Page 398 and 399: affective commitment; organizationa
Page 400 and 401: Figure 1. Structural relationships
Page 402 and 403: Prior to analysis, variables were e
Page 404 and 405: Table 1. Effect decomposition for M
Page 406 and 407: Figure 5. Unstandardized estimates
Page 408 and 409: prospects. In other words, less wor
Page 412 and 413: goal of a SCM process is to create
Page 414 and 415: Sale Lean Supply Chain (LSC) Growth
Page 416 and 417: Upper Saddle River: Pearson Prentic
Page 418 and 419: the green awareness movement by ado
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Page 422 and 423: Table 3. Descriptive statistics and
Page 424 and 425: China. Green leadership could be em
Page 426 and 427: APPENDIX Appendix 1: Measures of ob
Page 430 and 431: Emotional intelligence Self monitor
Page 434 and 435: ship between a people’s perceived
Page 436 and 437: Table 1. Analysis of the reliabilit
Page 438 and 439: Table 4. Results from hypothesis te
Page 440 and 441: Ajzen I, Driver BL (1992). Applicat
Page 442 and 443: mono production economy, and rural
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Table 2. Pearson correlation betwee
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Table 1. Behavioral Phenomenon that
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Table 3. Test period data. Table 4.
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Prospect value Figure 3. Expected v
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Tversky A, Gilovich T (1989). The H
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Table 1. Components of a mentoring
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Table 3. Perceptions on the success
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Table 5. Characteristics of a mento
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terms of sustained development, are
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Table 7. Ideal characteristics of m
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qualitative analysis of fifteen hou
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section. In Section 3, we will disc
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Table 1. Participants’ demographi
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of Am. Acad. of Bus., Cambridge. 4(
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directors and propose the board ind
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composition is the outcome of a neg
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Table 1. Descriptive statistics. Ti
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Table 3. The determinants of board
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Booth JR, Cornett M, Tehranian H (2
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provides a wider response and swift
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Correlation “Customary Approach
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Table 2. Correlation matrix of EAC
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Table 9. Intra-EAC imports as share
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Martin JC (1999). The European Mone
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participate in the highest degree o
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innovation. A secondary innovation
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Figure 2. The switching ecology of
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Table 1. Revenue growth rate and CA
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variables (Beattie and Jones, 1999a
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Table 3. Explanations of dependent
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Courtis JK (1997). Corporate annual
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treated in the literature, its rela
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company. METHODOLOGY Table 1. Quest
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as an important factor in the manag
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satisfaction may also reduce the ov
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Table 1. Customer expectations on s
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Table 2. Contd. Machirori and Fatok
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and travelling may lead to satisfac
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and professionally developmental pr
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Table 1. Organizational elements mo
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Table 2. Studying the demographical
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education might involve plenty of c
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(Deng et al., 2010). To date, there
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Table 2. Results of hierarchical re
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WOM. The comparison can be seen in
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UPCOMING CONFERENCES International
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