Explaining the effects of perceived person-supervisor fit and person-organization fit on organizational commitment in the U.S. and Japan

The majority of research simultaneously examining multiple person–environment fit dimensions employs additive rather than interactive fit models. Although additive models allow researchers to compare the relative salience of fit dimensions, such models fail to capture the complex interdependencies of fit. Using employee samples from the U.S. and Japan, this study examines interdependence between perceived person-supervisor (P-S) fit and person-organization (P-O) fit and their associations with affective organizational commitment. Perceived P-S fit and affective organizational commitment are found to be related both directly and indirectly (through perceived P-O fit) in Japan but only indirectly in the U.S. In both countries, perceived P-O fit positively translates into affective organizational commitment through collectivistic values. The association between perceived P-S fit and affective organizational commitment was stronger in Japan than in the U.S., whereas the strength of the link between perceived P-O fit and affective organizational commitment did not differ across the two countries.