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This paper builds on previous research in information systems (IS) project management by focusing on key antecedents proposed to play important roles in influencing normative commitment within the IS project environment. The study also further investigates the influence of normative commitment on intentions to continue.

To collect data for this study, a field survey was administered online, and individuals were selected for participation by a member of upper management from Fortune 500 companies located in the United States. Two-hundred and thirty two (232) survey responses were collected. The model was analyzed using PLS-SEM.

The results indicated that personal investment, personal responsibility, voluntariness, project-specific self-efficacy and problem-solving competency were all significantly related to normative commitment. Project-specific self-efficacy, problem-solving competency and normative commitment directly influenced intention to continue. Additionally, problem-solving competency moderated both the relationships of project-specific self-efficacy to normative commitment and project-specific self-efficacy to intention to continue. The resulting model explains 63% of intention to continue and 58% of normative commitment.

The findings from this study contribute to commitment theory and enhance one’s understanding of IS project environments by exploring specific antecedents related to developing normative commitment. Additionally, the impact of normative commitment on intention to continue was enhanced by examining key moderating relationships to the model.

The purpose of this study is to examine the potential mediating role of employee engagement between rewards and recognition and normative commitment.

Responses of a sample of 176 private bank employees in India were used to examine the proposed mediated model.

The variable rewards and recognition is found to be significantly correlated to both employee engagement and normative commitment. Results of regression have been analyzed in line with the four conditions of mediation laid down by Baron and Kenny (1986). Further, SPSS macro developed by Preacher and Hayes (2004) is used to test the proposed mediation model. The relationship between rewards and recognition and normative commitment is found to become smaller after controlling the variable employee engagement. The results provide partial support to the mediation hypothesis.

Normative commitment has been less researched relative to the attention paid to affective commitment. Further, no research has yet focused on the impact of rewards and recognition on normative commitment, with the mediating impact of employee engagement. This study hence provides the first empirical test of the established relationship between rewards and recognition and employee engagement by introducing normative commitment as an outcome variable.

This study examines the mediating effect of normative commitment, that is, a customer's feeling of moral obligation to stay in a relationship based on the psychological feeling that it is the right thing to do. Previous studies have neglected normative commitment due to its complexity and poor fit with predominantly Western individualistic cultures.

An empirical study was conducted in the collectivist culture of Nigeria, West Africa. The unit of analysis was the business-to-business (B2B) relationship between small to medium-sized enterprises (SMEs) and their bank.

This study arrived at two key findings. First, normative commitment is insignificant in acting as the mediator of a relationship in both overall satisfaction and social bonding on advocacy. Second, overall satisfaction and social bonding are positively significant in predicting normative commitment and advocacy.

This study focussed solely on an SME's perception of their relationship with their bank and does not consider the dyadic nature of such relationships, that is, the bank's perception of this relationship.

This research demonstrates that the SME/bank relationship can be developed based on satisfaction and social bonding as background variables. Caution should be exercised for relationships developed on the basis of a moral obligatory commitment.

Regardless of a collectivist cultural setting, normative commitment was found to be ineffective in enhancing relationships in a business-oriented setting in Nigeria, contrary to emerging propositions within the literature.

Limited attention has been given to the effects of normative commitment (NC) in a marketing relationship. This paper investigates the effects of service quality and normative commitment on customer retention in a consumer-retailer relationship.

Two distinct studies; a longitudinal experiment and a SEM model were conducted to tease out the normative commitment-service quality interaction on customer switching intentions in services.

Both studies supported the existence of a significant normative commitment-service quality interaction on switching, in addition to the main effects of both variables.

The longitudinal experiment has the limitation of being a simple test of theory in a controlled setting. Study II validates this theory in a real-world retail services setting, but there are questions about the extent to which the relationship may hold in other service sectors. The results indicate that the effect of service quality on customer loyalty is moderated by normative commitment. This may also allow us to think about customer commitment in a new way in that it could be a construct rooted in attitude confidence rather than attitude.

The findings allow practitioners to recognize that the development of obligation-based normative commitment can give them a basis for successful competition against other firms, even those that may outperform them on other salient attributes, including basic service quality.

This is one of a very small number of studies in the discipline that have examined the effects of normative commitment and the first that has demonstrated that normative commitment moderates the service quality-service customer retention relationship. This opens the door for the possibility that other forms of commitment may moderate the relationship between service quality and customer retention.

To determine the nature of the relationship between merger survivors' trust, hope, and normative and continuance commitment.

Correlation and multiple regression studies.

The results indicate a statistically significant relationship between merger survivors' trust, hope, and normative commitment. The results of a correlation study indicate no significant relationship between merger survivors' trust, hope, and continuance commitment.

One limitation evolved from the scales used to measure the relationship between the study's constructs. The scales were not isolated to measure particular aspects of merger survivors' trust, hope, nor normative and continuance organizational commitment. Also, debate exists regarding the proper time to evaluate mergers survivors' perceptions regarding the merger.

Trust in management can reduce perceptions of threat and harm, and facilitate constructive, goal‐determined, survivor responses. Hope can enhance merger survivors' sense that they could cope with the merger. In turn, high levels of hope produced more active responses to the merger. Active and constructive survivor responses can produce positive commitment toward the organization. Conversely, a lack of trust in management can increase perceptions of threat and harm in merger survivors. The lack of trust in certain merger survivors can facilitate destructive responses, where the merger survivors' focus is on goals outside the organization.

No systematic attempts to understand the relationship among the constructs has been identified.

The purpose of this study is to elucidate the relationship between perceived employee influence and organizational commitment by applying a multidimensional approach that includes influence perceived to stem from the individual and the team, as well as affective and normative commitment.

A total of 526 out of a population of 732 employees (72 percent reply rate) from four Danish companies in different industries and with different types of teams participated in the questionnaire study.

Results of bootstrapping mediation analyses reveal that a relationship between perceived influence of the team and affective commitment is fully mediated by perceived individual influence. Results of multiple regression analyses show a positive relationship between team and individual influence, and that normative commitment moderated the relationship negatively. The results are to suggest that influence of the team may stimulate employees’ individual influence, and in turn their affective commitment, if their normative commitment is not very high.

Generalization of the results to cultures, which are dissimilar to the Danish should be cautiously considered and further studies are needed to elucidate causality between the variables.

The identification of normative commitment as a variable that can potentially hinder that employees experience their teams to enhance their individual freedom elucidates the conditions that may be behind different current findings in the literature. The finding that suggests that employees need to perceive that they benefit from their team's influence in order to feel more affective committed to their organization adds to knowledge about team work's possible effects for employee attitudes.

The purpose of this paper is to investigate how emotional experience factors affect the obligation-related commitment. The emotional experience factors consist of positive factor, job satisfaction and negative factor, and emotional exhaustion from the study of Wong and Tay (2010); both facets have been studied with affective commitment but yet lack of study about normative commitment. Affective and normative commitments are both components of organizational commitment; while affective commitment refers to the intention of keeping the position because of the desire but not by any other attachment, whereas normative commitment is defined as staying for the reasons related to obligation. Also, by applying withdrawal construct of validation of job-hopping behavior, a connection was constructed between normative commitment and the two separated motives of job-hopping behavior, advance motive and escape motive (Lake et al., 2017).

To achieve such objectives, quantitative research is implicated using the primary data collected from online and offline surveys from employees who are currently working in many information technology (IT)-related companies in Ho Chi Minh City. As for analyzing tactic and method, SmartPLS software is applied to ensure the reliability and validity of the factors as well as confirming the significant and developing the hypotheses from the proposed construct.

The findings reveal the significant affect from workplace escape motive that leads to the behavior of job hop, but not from the career enhancement. The result also revealed the effect of indebted obligation when most of the employees maintain the low level of normative commitment and the proper increase in emotional exhaustion and job satisfaction can help to improve the normative commitment of such employees.

This study makes its contribution and recommendations to human resource management in IT industry.

This paper aims to examine the role of three forms of customer commitment (normative, affective, and continuance) on a variety of loyalty‐related customer responses.

Data were collected from two distinct sampling frames, which yielded a combined metrically invariant sample of 348 consumers. A three‐dimensional conceptualization of commitment is used to analyze impacts on one focal (i.e. repurchase intentions) and two discretionary customer responses.

Results of structural equation modeling analyses indicate that affective commitment is the primary driver of the customer responses and mediates the effects of normative and continuance commitments. These effects are contingent upon the type of service.

This research emphasizes the primacy of affective commitment in predicting loyalty‐like customer responses.

Managers need to focus primarily on generating affective commitment, but be mindful that normative and continuance commitment also play a role in generating desirable consumer responses.

The paper builds on and overcomes several deficiencies in prior commitment research. A more accurate and useful representation of affective, normative, and continuance commitment roles in generating focal and discretionary behaviors is provided.

Based on affective events theory, this study explores the cross-level effect of team reflexivity on employee innovative behaviors. Specifically, the authors examine the mediating effects of affective and normative commitment on this relationship, as well as the moderating effects of benevolent leadership.

The authors surveyed 341 employees and their direct supervisors in 74 work units and utilized multilevel path analysis to test a model of cross-level moderated mediation.

The study analysis results suggest that team reflexivity significantly contributes to employee innovative behavior. Both affective commitment and normative commitment mediate this relationship. Benevolent leadership not only enhances the relationship between team reflexivity and affective/normative commitment, but also reinforces the linkage of team reflexivity→affective commitment→employee innovative behavior.

The current study suggests that organizations should invest more in promoting team reflexivity and benevolent leadership in workplace. Furthermore, managers need to develop appropriate employees training programs and pay more attention to employees' work and personal lives. They need to make efforts to enhance employees' affective and normative commitment, thereby facilitating their innovative behavior.

This research identifies affective commitment and normative commitment as key mediators that link team reflexivity to employee innovative behavior and reveals the moderating role of benevolent leadership in the process.

Although the importance of green supplier integration (GSI) has been recognized, the knowledge of how it can be enhanced is still limited. Using insights from transaction cost and resource dependence theories, this paper aims to explore how to balance coercive and non-coercive powers to enhance GSI and the mediating role of relationship commitment and the moderating role of relationship closeness.

To validate the hypotheses, this study conducted hierarchical regression analysis and bootstrapping using the survey data collected from 206 Chinese manufacturers.

The results indicate that coercive power undermines normative commitment, while non-coercive power promotes normative and instrumental commitments. Both normative and instrumental commitments enhance GSI. Normative commitment mediates the impacts of coercive and non-coercive powers on GSI, while instrumental commitment only mediates the impact of non-coercive power on GSI. Moreover, supplier trust and dependence negatively moderate the positive link between instrumental commitment and GSI.

Executives should carefully balance coercive and non-coercive powers to encourage firms to maintain good relationships with suppliers and develop common environmental values under different mediating effects of normative and instrumental commitments. However, they should also be aware that high level of trust and dependence can affect the impacts of powers.

This study contributes to GSI literature by opening the “black box” between power and GSI and verifying its boundary conditions.