Antecedents and consequences of psychological contracts: Does organizational culture really matter?

Orlando C. Richard*, Amy McMillan-Capehart, Shahid N. Bhuian, Edward C. Taylor

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

59 Citations (Scopus)


Exploring the role of psychological contracts, this study proposes that different organizational cultures are associated with relational psychological contracts compared to transactional contracts while both types of contracts serve as mediators. While clan cultures positively impact relational contracts and are negatively associated with transactional contracts, hierarchical cultures have the reverse effect. In addition, psychological contract types mediate the two culture types' relationship to both organizational commitment and employee yearly earnings. In sum, clan cultures relate to more positive organizational outcomes than hierarchical cultures, a finding which as implications for future research and practice.

Original languageEnglish
Pages (from-to)818-825
Number of pages8
JournalJournal of Business Research
Issue number8
Publication statusPublished - Aug 2009


  • Affective commitment
  • Clan culture
  • Hierarchy culture
  • Organizational culture
  • Psychological contracts
  • Relational contracts
  • Transactional contracts
  • Yearly earnings

ASJC Scopus subject areas

  • Marketing


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