This article investigates how factors that contribute to the development of organizational commitment can be adjusted to take account of cultural diversity among employees, by taking the mediating effects of motivational processes and leadership into account. Survey data were obtained from two similar organizations in two different cultural contexts—Australia and Iran. The findings showed that both intrinsic and identified motivations and leadership are critical to the development of desirable organizational commitment. The introjected form of motivation was found to be the factor that mediates variances in employee commitment between the two cultural contexts. The current study explains this mediation role by referring to the different degrees to which conformity is salient across the two contexts, thereby providing managers, who are working in culturally diverse contexts, a means of understanding how and why different motivational techniques are more or less likely to contribute to the development of organizational commitment. Furthermore, the present study contributes to the existing literature on organizational commitment by comparing and contrasting the nature and prominence of employee commitment profiles in two different cultural contexts.

本文探讨了如何通过考虑激励过程和领导力的中介效应来调整有助于组织承诺发展的因素，以考虑员工之间的文化多样性。调查数据是从两个不同文化背景下的两个类似组织（澳大利亚和伊朗）获得的。研究结果表明，内在动机和已确定的动机以及领导能力对于形成理想的组织承诺都至关重要。发现激励的形式是调解两种文化背景之间员工承诺差异的因素。当前的研究通过参考两种情况下一致性在不同程度上的显着程度来解释这种中介作用，从而为管理者提供 他们在不同的文化背景下工作，这是一种理解不同动机技术为何或为何会或多或少有助于组织承诺发展的手段。此外，本研究通过比较和对比两种不同文化背景下员工承诺概况的性质和重要性，为有关组织承诺的现有文献做出了贡献。