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The purpose of this study is to test the relationships of learning, organizational commitment and talent retention across managerial generations in Europe.

Hypotheses are developed to explain the influence of learning and organizational commitment on talent retention across generations. A total of 1,666 European managers completed a survey on these issues. Depending on year of birth, they were categorized into four generational cohorts. Their answers were analyzed with statistic procedures.

Findings reveal that younger generations are less willing to remain in the same organization and have lower organizational commitment. The youngest generations (Early and Late Xers, born 1960 and after) show stronger learning orientation and lower organizational commitment than older generations (Early and Late Boomers, born 1946‐1959). Learning orientation predicted the intention to remain in the same organization for Early Xers and Late Xers. Organizational commitment mediated this relationship. For Late Boomers and Early Xers, it mediated the relationship between specific leadership development intentions and intention to stay.

Managerial, job‐related learning is confirmed as an important antecedent for the intention to stay/leave one's current organization. The differential meaning of learning and commitment across generations needs to be better understood in order to develop effective strategies for the retention of talent in all generations. In particular, differences in the psychological contract between organizations and their managers need to be understood.

The findings suggest an approach of generation‐specific HR practices for talent retention.

The study is one of the first to date to address leadership development and learning orientation in the context of talent retention, as well as one of the first to address the discussion of generational challenges in Europe and across the specific population of people in managerial roles.

Drawing from job characteristic theory and person-environment fit theory, the authors examine the relationship between job characteristics needs-supplies fit/misfit and affective organizational commitment across countries and how humane orientation moderates this relationship.

To test the authors’ hypotheses, the authors conducted a number of multilevel polynomial regressions with three-dimensional surface analyses on a sample of 19,049 employees from 24 countries drawn from the International Social Survey Program (ISSP) 2005.

Results indicate that job characteristics needs-supplies fit is positively related to affective organizational commitment, while job characteristics needs-supplies misfit is negatively related to affective organizational commitment. In addition, results reveal that humane orientation is relevant to increasing affective organizational commitment when external rewards job characteristics needs are higher than external rewards job characteristics supplies.

These results weaken the universality of job characteristics and call for a departure from a one-size-fits-all approach to human resources.

In the development of a firm’s market orientation, management commitment plays a critical role. This study aimed to examine the influence of management commitment on market orientation on the basis of the MARKOR framework of market orientation. This was done through a survey of three-star, four-star and five-star licensed hotels located in Ghana. PLS-SEM was used to analyse data based on SmartPLS. Results showed a positive relationship between management commitment and the behavioural processes included in the MARKOR framework of market orientation: intelligence generation, intelligence dissemination and responsiveness to intelligence. Results also revealed that intelligence dissemination mediates the relationship between management commitment and responsiveness to intelligence. Intelligence generation was not found to mediate this relationship. This study has extended current knowledge by elaborating how management commitment influences market orientation practices.

This paper aims to test the relationships between organizational commitment and market orientation within the context of the non‐oil sector of a developing country.

Cross‐sectional data was collected from 190 managers of non‐oil exporting companies. Multiple regression analysis was adopted to test the impact of organizational commitment on market orientation.

The analysis of the data shows that organizational commitment affects market orientation positively and that top management belief and the organizational reward systems are important in the implementation of market orientation. However, the use of cross‐sectional data limits the measurement of the impact of organization commitment on market orientation over a long period.

Market orientation can be improved upon through concerted efforts in building organizational commitment. This can be achieved either individually or by combining organizational commitment with reward system and top management belief.

The paper contributes to the understanding of market orientation antecedents within the non‐oil sector of the Nigerian economy.

The purpose of this paper is to examine the relationships between several perceptional and behavioral determinants of employees’ knowledge sharing. Based on the conceptual model of the current research, individuals’ learning orientation was theorized as playing a mediating role in the influences of employees’ satisfaction and organizational commitment on knowledge sharing in the Korean retail service industry.

To analyze variable relationships, a total of 868 cases, collected from the Korean retail service industry, were used. Structural equation modeling was used for analyzing structural influential relationships among the variables.

One of the most important findings is that learning orientation is the key factor influencing knowledge sharing. More specifically, the analysis demonstrated that job satisfaction and organizational commitment have a significant influence on knowledge sharing only through learning orientation in terms of its mediating effect. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. The findings of this study have theoretical implications. In addition, an individual’s job satisfaction and organizational commitment could lead to a more active learning orientation and eventually could enhance knowledge-sharing activities.

The findings show that learning orientation is the key factor influencing knowledge sharing. In other words, learning orientation is a facilitator enhancing knowledge sharing through motivation and intention. These findings provide practical implications for practitioners who attempt to promote knowledge sharing among employees.

Most studies have considered the variables of job satisfaction and employee commitment as outcome variables. However, in the research, this paper founds that satisfied and committed employees could be the most critical influencers for organization performance and knowledge improvement.

The purpose of this paper is to examine the effect of internal marketing, organizational commitment and organizational citizenship behaviors on commercial banks' market orientation.

A quantitative survey methodology was adopted to collect data from commercial (non‐state owned) banks' employees in Jordan. A sample of 365 employees within seven of 13 Jordanian commercial banks was used. Data were analyzed using AMOS 16.0 to determine the interactions between the various factors.

Empirical findings confirmed that internal marketing, organizational commitment and organizational citizenship behaviors had a positive direct effect on banks' market orientation. In addition, organizational commitment had a positive direct effect on organizational citizenship behaviors.

Jordanian commercial banks should convert internal marketing as a strategy into their core operations and systems to meet employees' demands and the bank goals. This conversion shall make employees show their sincere organizational commitment so that they can express the attitude of organizational citizenship behaviors that are beneficial for the banks' operations and survival.

The paper introduces a new perspective of the associations and interactions that take place between marketing and organizational behavior concepts which affect organizations' market orientation endeavors. While such perspective is considerably new and relevant to general marketing literature, the fact that this paper is one of few papers that focus on internal marketing in Jordan adds to its originality.

The purpose of this paper is to propose a conceptual framework that explores the relationships among the following constructs: corporate/organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

In line with previous studies in the field, a quantitative research design was adopted. The data collection was performed through a mail survey of a sample of Portuguese non-profit organisations operating in the area of health. Structural equation modelling was used as a means to analyse the hypothesised relationships.

Results have shown that organisational culture impacts on organisational performance. Concerning the market orientation consequences, the study results suggest that higher levels of market orientation result in both high levels of organisational commitment and organisational performance. Results also suggest that organisational commitment does not affect performance in a very significant way.

The study was restricted to non-profit organisations, particularly those operating in the area of health and used cross-sectional data to test the research model and hypotheses. Whilst these findings remain valid, they cannot be used for universal generalisations. This study has significant theoretical and practical implications.

Practitioners and researchers agree that organisational culture may lead to different performance results, although little attention has been given to this issue. The study is useful for understanding organisational culture, market orientation, organisational commitment and organisational performance in non-profit organisations.

This paper offers original findings through simultaneously examining the relationships between organisational culture, market orientation, organisational commitment and organisational performance in the context of non-profit organisations. The findings add weight to the recent emphasis on business-oriented approaches as a lever for improving performance in non-profit organisations.

This study aims to examine the relationship between cultural intelligence and organisational commitment and its effect on learning goal orientation and turnover intention within the expatriate society of the United Arab Emirates (UAE).

A survey instrument was developed to collect data from 173 non-management expatriates employed by multinational corporations located in Dubai, UAE. SmartPLS bootstrap software was used to analyse the path coefficients and test the research hypotheses.

The results demonstrate that cultural intelligence enhances both learning goal orientation and turnover intention of expatriates. Moreover, organisational commitment partially mediates the relationship between cultural intelligence and turnover intention/learning goal orientation.

This study contributes by advancing extant knowledge with regard to cultural intelligence and organisational commitment effects on turnover intention and learning goal orientation of expatriates within a context of high cultural heterogeneity.

The purpose of this paper is to investigate the impact of personal characteristics (goal orientation) and contextual characteristics (organizational learning culture and developmental feedback) on employees' career satisfaction, organizational commitment, and turnover intention.

Subjects were drawn from four Fortune Global 500 companies in Korea. Descriptive statistics and hierarchical multiple regression analyses were used to explain the variance in outcome variables.

The results indicate that career satisfaction is predicted by organizational learning culture and performance goal orientation. Organizational learning culture, developmental feedback, and learning goal orientation are the significant predictors of organizational commitment. Finally, organizational learning culture, career satisfaction, and organizational commitment turn out to be the predictors of turnover intention.

By enhancing organizational learning culture and by considering goal orientation, human resource development/organization development practitioners could play important roles in improving organizational commitment, in career satisfaction, and in decreasing turnover.

The theoretical contribution of this paper lies in its inclusive approach encompassing both the personal and contextual factors (such as organizational learning, leadership, and personality) on career and organizational commitment research. It is an interesting finding that while performance goal is associated with career satisfaction, learning goal orientation is related with organizational commitment.

The purpose of this paper is to examine whether and how two individual value orientations – Doing (the tendency to commit to goals and hold a strong work ethic) and Mastery (an orientation toward seeking control over outside forces) – moderate: the relationship between organizational justice and affective organizational commitment, and the mediation role of organizational trust in this relationship.

The authors collected data from 706 employees working in 65 universities across China, South Korea, and Australia. Multi-group confirmatory factor analyses were employed to examine the cross-cultural equivalence of the measures. Hierarchical regressions were performed to test moderating effects of the two cultural value orientations.

Results from the full sample showed that Doing and Mastery moderated the distributive justice-commitment relationship and the procedural justice-trust relationship. Comparisons between countries demonstrated limited cross-cultural differences.

The present study adds to the understanding of the impact of individual and cultural differences on the relationship between justice and commitment, helping managers understand how employees’ reactions to justice are influenced by cultural value orientations.

This study is a pioneer in empirically integrating the value orientation framework (e.g. Doing and Mastery orientations) and justice research in a cross-cultural context based in the Asia Pacific region. It also advances cross-cultural justice research through using a mediation-moderation combination.