Matrix organizational structure, culture and commitment: A Hong Kong public sector case study of change

This paper reports on the impact of organizational change on a government department in Hong Kong. It focuses on the perceptions of professional personnel of the organizational culture developed in the department and its mismatch with their expectations. The commitment of the professionals to their organization was measured, and found to be limited solely to a level of continuance commitment. The results of the study are discussed and explained in part by reference to Hofstede's cultural concepts of power distance and individualism, and by reference to traditional Chinese cultural values.