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The increasing number of corporate scandals and averseness to employee commitment have brought the concept of responsible leadership (RL) to the forefront of organisational studies. Many studies have found that leadership practice is an antecedent of employees' organisational commitment. However, little attention has been devoted to exploring the newly evolved RL for its impact on employee commitment. This study examines the influence of RL on the three-component model of organisational commitment.

Applying the Social Identity Theory of Leadership (SITL), this study investigates the relationships between RL and the three-component model of organisational commitment. In particular, this study is framed to apply RL as a value-based leadership approach to examine its relationship on employees’ three types of organisational commitment such as affective, continuance and normative commitment. A web-based self-administered survey was applied to collect data targeting a sample of 200 full-time Australian employees.

The study results show that RL significantly effects all three components of organisational commitment. Both affective and normative commitments were significantly associated by RL compared to employees' continuance commitment.

The paper extends the knowledge regarding newly evolved concept of RL which explains the significance of employee commitment and, further it provides empirical evidence from the perspective of SITL. The main contribution in this paper comes from new knowledge about the associations among RL and the three-component model of organisational commitment.

The purpose of this paper is to examine affective commitment, normative commitment, and continuance commitment in a cross-national context to identify if the effect of country-specific cultural orientation on organizational commitment of faculty in higher education functions invariably in different countries.

The work expands on Meyer and Allen’s (1991) three-component model of organizational commitment. It includes relevant literature review on ten countries and the results of a survey of university faculty members, assessing their institutions’ human resources practices and their effect on organizational commitment. Basic descriptive statistics were performed on nominal and interval data, means, medians, and standard deviations were computed, and tests of mean equivalence, including ANOVA tests, were performed. In certain instances, Pearson and Spearman correlations were computed to ascertain correlation, and χ² tests for randomized response were used, while Cronbach’s α test helped to establish survey instrument validity.

Though certain differences may exist between different countries and cultures with respect to the three-component model of organizational commitment, there is strong evidence of the existence of invariance and, thus, generalizability of the model across cultures.

Cultural studies have focused on differences in organizational commitment at national levels. Further attempts to identify the universality of factors leading to organizational commitment should account for culture in the study of employee-related globalization issues in higher education institutes. Knowledge of cultural impact is also useful from a managerial perspective, and for the design of relevant strategies.

National context plays a major role in shaping the nature of educational institutions. This study brings out the need for a deeper understanding of invariance in organizational commitment (inter-alia, through the three-component model).

This study contributes to a better understanding of the relationship between organizational commitment and its various antecedents, including human resources management practices, for faculty in higher education institutes.

While organizational behaviourists have largely adopted a three‐component conceptualisation of attitudinal commitment, marketers continue exclusively to apply one‐ or two‐component models. In this paper, the reliability and validity of one‐, two‐ and three‐component models of commitment are examined within a business‐to‐business context. The results indicate that the three‐component model incorporating instrumental, affective and normative dimensions is superior on both substantive and empirical grounds. It is subsequently argued that marketing planners need to demand that marketing researchers are more precise when incorporating commitment into conceptual and empirical studies, and account for these distinct components either by explicitly including or omitting them. It is also argued that marketing managers can enhance channel relationships if they are cognisant of the three distinct types of attitudinal commitments when formulating channel management tactics and strategies.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.

The purpose of this study is to investigate the relationships between internal marketing practices, employee job satisfaction, organizational commitment and turnover intention in the foodservice industry.

The target population was employees who were currently working at a restaurant in the USA. All respondents were recruited from different states for the generalization of the study results. A confirmatory factor analysis validated the measurement model, and subsequently, structural equation modeling tested the proposed model.

Three internal marketing practices – vision, development and rewards – were good indicators for predicting employee job satisfaction, and two internal marketing practices – development and rewards – in addition to job satisfaction were significant predictors for employee organizational commitment. Finally, the findings indicated that job satisfaction and affective commitment had a significant impact on lowering employee turnover intention.

In further research, more internal marketing practices – such as employee motivation, customer orientation, sharing information, employee empowerment – can be added to the model to increase employee job satisfaction and organizational commitment.

Foodservice operators should focus on internal marketing practices to have satisfied employees who, in turn, are more likely to deliver high service quality to customers.

This study has not only extended the influential scope of the internal marketing theory to organizational commitment, but has also proposed the antecedents of organizational commitment (i.e. internal marketing practices and employee job satisfaction) and clarified the relationships among them.

This study aims to focus on the role of employee commitment in the success of organizational change initiatives. The authors seek to propose and test a model that delineates antecedents and consequences of affective, normative, and continuance commitment to organizational change.

Data were collected via online survey from employees working in a large not‐for‐profit organization. A total of 191 responses (32 per cent) were obtained. The hypothesized model relationships were tested using structural equation modeling.

The results demonstrate that the antecedents: fit with vision, employee‐manager relationship quality, job motivation, and role autonomy all influence commitment to change (C2C). Notably, affective commitment, which in turn influences employee perceptions about improved performance, implementation success, and individual learning regarding the change, had the greatest impact.

Limitations that could lead to future research include three primary issues. First, the data were collected from one organization. Second, data were collected at one point in time. Third, the proposed model is far from exhaustive. Other antecedents to C2C could include risk acceptance, organizational culture, and/or leadership style.

In addition, given affective commitment to change (AC2C) has the greatest influence on outcomes such as implementation success and improved performance, the antecedents of AC2C warrant management's attention. If managers can influence AC2C through such factors as those proposed here, outcomes such as individual learning, perceived implementation success, and perceived improved performance will be influenced.

The paper integrates two models evaluating employee reactions to change, an under researched area, to help uncover ways to improve the success of change initiatives.

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.

This paper aims to contribute to the understanding of the three‐dimensional model of organizational commitment proposed by Meyer and Allen (e.g., 1991). It focuses on whether continuance commitment should be considered one‐dimensional or bidimensional (low alternatives; high sacrifices). Whether affective commitment should be divided into two components (affective commitment; future in common) or if it should remain as a one‐dimensional construct is also discussed. The paper also considers a “new” factor identified by Rego (2003), which he named “psychological absence”, but which we denominated here as accommodating commitment. Besides the confirmatory factor analysis, the paper shows how four dimensions of organizational justice (distributive, procedural, interpersonal, and informational) explain organizational commitment. The sample comprises 366 individuals from 22 organizations operating in Portugal. The predictive value of the justice perceptions for both instrumental commitment components is quite weak, despite ranging from 25 per cent to 36 per cent for the other components. Procedural and interpersonal justice are the main predictors. The accommodating dimension improves the fit indices of the factorial model, but its meaning is not clear. It is also not clear whether one should consider it as a new component of commitment or whether its items should be removed from the measuring instruments. The findings suggest that some gains can be achieved in the partition of the affective and instrumental commitment, but further research is necessary to clarify the issue.

The goals of the present study are three‐fold. First of all, the paper aims to test the three‐component model (emotional, continuance and normative components) of organizational commitment in the Lithuanian population. The second goal is to analyze the relationships among individual factors (age, gender, personality traits) and organizational commitment. Finally, the paper aims to test the hypothesis if there was a relationship between organizational commitment and intention to leave the organization in the Lithuanian sample.

The participants of the study were 105 employees working in various Lithuanian organizations (41 men and 64 women). The average age was 34.9 (SD = 11.6). The subjects completed the questionnaire that included responses to three‐dimensional measure of organizational commitment, self‐reported measure of temperament, as well as questions about demographic information. Following Meyer et al., intention to leave the organization was assessed with three questions: first, how frequently the employee thinks about leaving his or her current employer; second, how likely it is that employee will search for a job in another organization; and third, how likely it is that an individual will actually leave the organization within the next year. The regression analysis was used to predict the relationships between individual factors and organizational commitment.

The results of the investigation revealed that the three‐component measure of organizational commitment is valid in Lithuanian sample. Contrary to expectations, it was found that there was no significant relationship between personality traits and organizational commitment, but there was a significant relationship between organizational commitment and intension to leave the organization. It was also found that there was a significant relationship among organizational commitment, age, and the level of education.

The design of the study does not allow making causal statements. In addition, the sample is quite small and may not be representative, so one should be careful to make generalizations to other populations. Third, since all measures used are self‐reports, common method variance is a problem, as well as social desirability effects.

Organizational commitment is an important research topic of human resource management, having both practical and theoretical implications. Managers could benefit from understanding the predictors of committed manpower because they can initiate the interventions when the problem exists.

The research contributes to organizational commitment literature by providing empirical findings and theoretical interpretations regarding the role of individual factors in explaining interrelationships among different forms of organizational commitment and employee behaviour.

The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation.

Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses.

Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly.

Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts.

In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context.

Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.