Corporate Responsibility and Organizational Culture as Strategic Drivers of Employee Commitment: Evidence from Riyadh’s Destination Management Companies

Abstract

Riyadh’s tourism sector undergoes rapid transformation. This study investigates the critical drivers of workforce loyalty within Destination Management Companies (DMCs) in Saudi Arabia. Specifically, the research examines the impact of Corporate Social Responsibility (CSR) and Organizational Culture on Organizational Commitment. Global competition for talent necessitates a deeper understanding of these variables. The study employed quantitative, cross-sectional survey design. Exactly 160 professionals operating in Riyadh’s DMC sector provided primary data. The methodology utilized established, validated academic scales and processed the results through multiple regression analysis in SPSS. The empirical results reveal a profound shift in management dynamics. The research identifies Corporate Social Responsibility as the dominant predictor of employee loyalty. The regression model explains exactly 78.6% of the variance in commitment levels. Statistical testing confirms a massive, positive relationship between social signaling and workforce dedication (B = 0.879, p < 0.001). Conversely, the analysis officially rejects the independent significance of Organizational Culture (p = 0.100). These findings suggest that for Saudi tourism workers, external ethical corporate behavior carries significantly more weight than internal workplace norms. The study concludes that DMCs must prioritize high-visibility social initiatives to secure long-term talent retention. The research delivers urgent strategic recommendations for executives navigating the Vision 2030 economic expansion.