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This study examines the relationships between joint work commitments, job satisfaction, and job performance of lawyers employed by private law firms in Israel. Based on Morrowʼs (1993) concept of five universal forms of commitment, their interrelationship was tested with respect to the commitment model of Randall and Cote (1991), which appeared to show in previous studies (Cohen, 1999, 2000) a better fit compared to other models. In addition, the study examined the relationship between the commitment model and work attitude and outcome, namely, job satisfaction and job performance. The results show that the commitment model of Randall and Cote was almost fully supported, except for the relationship between job involvement and continuance commitment. This relationship is better understood via career commitment. An interesting finding of this study is that job satisfaction has a mediating role in the relationship between joint work commitment and job performance. The article concludes with suggestions regarding further investigation of the interrelationships between work commitment constructs, and the relationship between joint commitment forms, job satisfaction, and job performance.

Theory suggests that a person who is vital is energetic and fully functioning. Although researchers have recently directed increased attention to studying factors that facilitate or undermine vitality, this subject of inquiry is in its early stages, particularly in work settings. One critical social factor impacting vitality may be interpersonal relationships. This study examines how interpersonal relationships between co-workers affect employee vitality and job performance. Results of a study on 147 employees in work organizations indicate that both the capacities and experiences of high-quality relationships are positively associated with feelings of vitality, which, in turn, result in enhanced job performance.

Theory suggests that highly emotionally intelligent individuals are likely to experience psychological wellbeing at a higher level than individuals who are low in emotional intelligence. This study aims to examine the relationship between emotional intelligence and four aspects of psychological wellbeing (self‐acceptance, life satisfaction, somatic complaints and self‐esteem).

Data were collected from employees through two different structured surveys administered at two points in time.

The results of four hierarchical regression models provide, in general, support for the positive association between emotional intelligence and psychological wellbeing components – self‐esteem, life satisfaction, and self‐acceptance. Only marginal significant support was found for the negative relationship between emotional intelligence and somatic complaints.

The present study contributes to a growing body of literature seeking to determine the role of emotional intelligence in explaining individuals' wellbeing at work. In addition, the study indicates that employees who experience a psychological state of wellbeing may function better than employees who experience emotional deficit.

The literature suggests that managerial skills in general, and emotional intelligence in particular, play a significant role in the success of senior managers in the workplace. This argument, despite its popularity, remains elusive. This can be attributed to the fact that although a few studies have provided evidence to support this argument, it has not received an appropriate empirical investigation. This study attempts to narrow this gap by empirically examining the extent to which senior managers with a high emotional intelligence employed in public sector organizations develop positive work attitudes, behavior and outcomes. The results indicate that emotional intelligence augments positive work attitudes, altruistic behavior and work outcomes, and moderates the effect of work‐family conflict on career commitment but not the effect on job satisfaction.

This study is an attempt to contribute to an emerging stream of research, which attempts to explore how work commitment forms affect one another and how together they serve to influence work behaviour and outcomes.Design/methodology/approach – Drawing on five universal forms of work commitment, we tested the relationships between two work commitment models and two forms of employee withdrawal intentions: from their organisation and from their occupation. To this end, we investigated professional employees (social workers) employed in the Israeli healthcare system through a structured questionnaire.Findings – Path analysis results cast doubt on the applicability of both models in their original form, across scenarios. At the same time, with some modifications, both models show a good potential for explaining variance in employee withdrawal intentions from both their organisation and their occupation.Originality/value – This research contributes to work commitment literature by providing empirical findings and theoretical interpretations regarding the role of a particular professional setting in explaining the interrelationships among models of work commitment, and how some constellations of different work commitment foci explain multiple withdrawal intentions.

How does downsizing affect long‐ and short‐term organizational performance? The present study aims to address this important question and attempts to extend previous research by examining the effect of both personnel and assets reduction on long‐ and short‐term firm performance.

The paper uses data collected through secondary sources on 196 firms traded on the Tel Aviv Stock Exchange (TASE) between 1992 and 2001.

Econometric analyses indicate the positive impact of a combination of downsizing strategies on short‐term performance, and the negative effect of this combination on long‐term performance and high‐tech industry performance is negatively related to assets and personnel cutbacks. Whereas downsizing affects the short‐term performance of larger and established companies positively, it generally affects long‐term performance inversely.

This study offers a first examination of the effects of simultaneous cutbacks in personnel and assets. This combined strategy goes further than dismissing employees, since layoffs are linked to the sale of such tangible assets as product lines or manufacturing facilities. By so doing, firms downscale their activities commensurate with the reduction in workforce and are less likely to generate excess workload on the remaining employees.

This study attempts to analyze the structure of work commitment by delineating and classifying the content areas that constitute the conceptual space of the work commitment domain.

Building on the work commitment literature, the present study considers the identified forms of work commitment, but goes beyond these forms to explore a basic conceptual structure of the domain.

The findings indicated that multiple commitment measures provide more comprehensive information concerning individuals' work commitment than a single general measure. Specifically, facet analysis provides an important tool for researchers to understand the structure of work commitment.

The multifaceted approach employed in this study enabled the designing and empirical testing of a structural definitional framework of work commitment, which despite growing interest, lacks such a definition. Only two of the three possible facets were examined. Future research may use the complete definitional framework in order to systematically develop an empirical tool that will represent all three facets and their elements.

Although examples of governance abound in the study of export theory, dyadic relationships (importers and exporters) in import theory have thus far received scant attention in the international business literature. Our study aims to explore how high-quality relationships, manifested by trust, respectful engagement and vitality, augment relationship commitment between importer and exporter, while controlling for years of importing, exporter visits, exporter reputation, substitutes, and industry conditions. Data collected from 97 importing companies show that both trust and respectful engagement had a positive effect on relationship commitment. However, vitality mediated the relationship between respectful engagement and relationship commitment. The findings also indicate that the presence of product substitutes had a significant impact on relationship commitment.

The purpose of this paper is to examine how participatory decision‐making processes in top management teams (TMT) influence strategic decision effectiveness and firm performance.

Data from 94 TMTs are collected from structured surveys. Each firm's CEO provides data on strategic decision effectiveness, and a senior executive member of the TMT provided data on participatory decision‐making processes and firm performance.

Results show that participatory decision‐making processes in the TMT are positively associated with decision effectiveness, but there is both a direct and an indirect relationship (through decision effectiveness) between participatory decision‐making processes and firm performance.

This paper sheds light on the importance of joint decision‐making processes among TMT members for improving choices and enhances firm performance.

Theory suggests that affective commitment and organizational citizenship behavior are positively correlated. Previous studies, however, report weak relationships between affective commitment and organizational citizenship behavior. The present study provides an interactive perspective in which we propose that emotional intelligence moderates the relationship between affective commitment and Organizational Citizenship Behaviors (OCBs) – altruism and compliance. We found significant interaction between emotional intelligence and affective commitment in predicting altruistic behavior. In other words, the positive relationship between affective commitment and OCB-altruism was stronger for high emotional intelligence individuals. Our prediction for compliance behavior was not supported.