ORGANIZATIONAL CULTURE AND EMPLOYEE IN CHINESE STATE-OWNED ENTERPRISE: EFFECTS ON ORGANIZATIONAL OUTCOMES
DOI:
https://doi.org/10.64451/ijees.v2i1.17.2026Keywords:
organizational culture, employee engagement, organizational outcomes, Chinese state-owned enterprises, partial mediationAbstract
This study examines how organizational culture (OC) influences employee engagement (EE) and organizational outcomes (OO) in Chinese state-owned enterprises (SOEs). Using survey data from 74 SOE employees, simple and multiple linear regression analyses, supplemented by bootstrap validation, were conducted. Descriptive statistics revealed uniformly high mean scores (OC: M = 4.794, SD = 0.236; EE: M = 4.829, SD = 0.213; OO: M = 4.838, SD = 0.189). Regression results show that OC is a significant positive predictor of EE (β = 0.514, R² = .265, p < .001) and OO (β = 0.609, R² = .371, p < .001), and EE independently predicts OO (β = 0.492, R² = .242, p < .001). A multiple regression model combining OC and EE explained 41.5% of OO variance (R² = .415), with bootstrap confidence intervals confirming robustness. The attenuation of OC's effect on OO when EE is controlled indicates partial mediation. Findings demonstrate that strengthening organizational culture in Chinese SOEs enhances outcomes both directly and indirectly through elevated employee engagement. Practical implications for SOE management reform and talent retention are discussed.
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