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This chapter examines a class of interest rate rules that respond to public expectations and to lagged variables. Varying levels of commitment correspond to varying degrees of response to lagged output and targeting of the price level. If the response rises (unintentionally) above the optimal level, the outcome deteriorates severely. Hence, the optimal level of commitment is sensitive to the method of expectations formation and partial commitment is the robust, optimal policy. The policymaker should adjust the price level toward a target, but complete adjustment is neither necessary nor desirable.

This paper examines binding multi-round commitments (MRCs) to the group account in a repeated voluntary contributions mechanism (VCM) game. Before each five-round interval, subjects in a four-person group are given the option to commit a portion of their endowments to the group account for each of the next five rounds. Decision rounds proceed, with each subject's commitment acting as the binding minimum of his group-account allocation for each round. The opportunity to make MRCs does not increase mean allocations to the group account relative to a control treatment. However, commitments do have implications for reciprocal behavior within groups, leading to higher outcome variances across groups in the MRCs treatment.

Although the concept of duty has a historic and philosophical foundations dating back to Aristotle, there is very little theory and research in this area of scientific inquiry. In an effort to address this lack of scholarship, a theoretical foundation and a model are presented that clearly delineate the construct of duty, and the nature of its development within an individual-organization relationship. Using social exchange theory and the three-component model of organizational commitment as the conceptual foundations, the proposed duty development model explains the individual-level antecedents and the phases of commitment that individuals may progress through during their tenure in an organization. The various types of exchanges and transactions inherent in the social exchange theory provide the basis for each phase of commitment individuals experience. It is proposed that certain antecedents make individuals more likely to form a sense of duty toward an organization, but the development of this type of relationship requires an organization to focus on commitment building efforts, such as perceived organizational support and organizational culture. Contributions to theory and research, organizational implications, and directions for future research are discussed.

Purpose – We build a theoretical lens that draws on an emerging theory of positive work relationships to examine whether constructive emotional expressions in work relationships influence changes in individuals' affective commitment to their organization.

Design/methodology/approach – Using longitudinal data collected from full-time employees, we employed a latent-difference-score (LDS) approach to examine whether changes in emotional carrying capacity could account for changes in organizational commitment.

Findings – The findings support this hypothesis and suggest a new perspective on the ways in which a change in relationship capacity may create changes in people's commitment to an organization.

Research limitations – The main limitation concerns the use of self-report, albeit time-lagged, data.

Practical implications – Developing higher levels of employee affective commitment is a key challenge for many organizations. Our study can help managers in recognizing the importance of building a relational space in which employees are able to express emotions frequently and openly, as well as engaging with other employees in listening to their emotional experiences and responding in a constructive manner.

Originality/value – This study contributes to an emergent body of literature that adopts a positive psychology lens to the study of employee experiences at work, by investigating the capacity to express emotions in general and its influence on people's affective commitment to the organization.

Prior research finds that auditors can be distinctively committed to multiple workplace targets (e.g., their audit firm, supervisors, profession, and clients). This study investigates an underexamined target of auditor commitment – engagement teams. Given that these teams are responsible for performing key audit tasks for clients and external stakeholders, we argue that auditors' commitment to their team can affect auditor behavior. Using a sample of 121 auditors, our results indicate that quality social exchange relationships between individual auditors and their engagement teams, activated by perceptions of team fairness, and reciprocated with team commitment, are associated with beneficial group-oriented behavior. Specifically, we posit and find that perceived team fairness predicts perceived team support, perceived team support predicts team commitment, and team commitment predicts citizenship behavior directed toward the engagement team (e.g., helping the team by taking on extra responsibilities during an audit). We also find that the social exchange proxies of perceived team support and team commitment sequentially mediate the positive effect of perceived team fairness on team citizenship behavior, and that team commitment is a stronger predictor of team citizenship behavior than auditors' commitment to their firm.

Introduction: The current study examines the relationship of reciprocity and the knowledge sharing behavior (KSB) with the mediating role of organizational commitment.

Aim: The purpose of this chapter is to examine linkages between reciprocity and KSB in Pakistani Pharmaceutical industry basing on social exchange theory (SET) (Blau, 1964). Employees’ affective and normative organizational commitments were proposed as mediator to explain these relationships.

Method: Data were collected using Survey Questionnaires from a sample of 287 managers and staff of sales department of different pharmaceutical firms in Rawalpindi and Islamabad, Pakistan. This is an explanatory study with a quantitative approach. KSB model was developed and tested using a two-stage analysis. Initially, path analysis using AMOS was carried out followed by mediation through process analysis.

Findings: Affective and normative commitment was found to be mediating between reciprocity and KSB using SET.

Originality of the Study: Few empirical studies have analyzed the effects of reciprocity on KSB, especially in context of pharmaceutical industry. Mediation of employee’s commitment could provide new insights to management practitioners in fostering KSB.

Implications: The finding will allow organizations in general and pharmaceutical firms in particular, to focus more on commitment toward their employee as a reciprocal benefit for improving knowledge sharing culture in their organizations.

Although the proliferation of research in emotional intelligence (EI) in the last 25 years has largely focused on the individual level, some researchers have proposed theories and measurement models for EI at the organizational level. Drawing from earlier work which conceptualizes organizational emotional intelligence (OEI) as a climate-level construct involving shared norms and practices this chapter sets out to investigate the relationship between perceptions of organizational emotional intelligence (OEI) and turnover intentions amongst employees. Since turnover intentions are a reliable indicator of actual turnover they are deemed to be a critical indicator for organizational performance. This chapter also builds on previous research which found that the relationship between OEI as a climate-level construct and intention to leave was mediated by organizational emotional appeal (i.e., overall reputation) and trust in senior management to explore the mediating role of other employee attitudes which have been traditionally linked to climate and individual-level outcomes in organizations, namely job satisfaction and affective commitment. By surveying employees in a UK-based charity organization (n = 173), the study finds that both job satisfaction and affective commitment mediate the impact of OEI on intention to leave and explain a moderate amount of variance in the focal construct. However, the majority of the mediation occurs through job satisfaction with a reduced mediation effect for affective commitment. Potential reasons for these results in the charity context are discussed. The chapter contributes to a wider understanding of the way in which perceptions of OEI impact on employee attitudes toward the organization and the job; and, in turn, how these attitudes impact on turnover intentions.

This study models auditors’ professional commitment as the product of socialization forces operating within the public accounting profession. The results of a structural equation analysis from a sample of 349 auditors representing international, national and regional firms indicate that firm size is inversely related to professional commitment. Furthermore, the findings indicate that a strong relationship exists between an auditor’s political ideology and professional commitment. Politically conservative auditors, reflecting the dominant ideology in public accounting, reported significantly higher professional commitment than politically liberal auditors.

This chapter seeks to advance ongoing research concerning entrepreneurial commitment. While the concept of commitment has been addressed time and again in organizational literature, few entrepreneurship scholars have used it to understand entrepreneurial behaviors. In line with recent developments in entrepreneurial psycho-social literature (Fayolle & Liñán, 2014; Adam & Fayolle, 2015; Van Gelderen, Kautonen, Wincent, & Biniari, 2018), this conceptual chapter aims to advance understanding of the concept of commitment in the context of emerging organizations. Building on Meyer and Allen’s three-component model of commitment (TCM), it addresses how this multidimensional concept, developed in the organizational setting, is a lens through which one can investigate volitional phases of the entrepreneurial process (Van Gelderen, Kautonen, & Fink, 2015). Our work also explores how the TCM could be specifically adapted for emerging organizations, drawing on its main evolutions and re-conceptualizations since the 1990s. In this way, it uncovers potential avenues for further research on how to operationalize entrepreneurial activity. In doing so, it enhances knowledge of the entrepreneurial process and can improve training and support techniques for nascent entrepreneurs. It also contributes to broader discussions on the TCM and how it should be adapted in order to foster self-determined processes.