Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader–member exchange quality, and turnover intention †

By B. Joo. 2010

306 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0313c1bf866f75c841c7e9efb4ecb7a330b67881

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In Communication

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Jingle Jangle of Employee Engagement (2013, background): “Carefully constructed and integrated interventions focusing clearly on incorporating current management practices, organizational structure, job-design, and culture building (Joo, 2010) could be outcomes.”
Effects of stress, LMX and perceived organizational support on service quality: Mediating effects of organizational commitment (2014, background): “LeadereMember exchange (LMX) also has been considered as a valuable antecedent variable of OC (Joo, 2010).”
Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture (2010, background): “Some previous studies in the context of the Korean private sector (Joo 2010; Joo and Lim 2009; Lim 2003) also reported that there are moderately significant correlations between organizational learning and affective organizational commitment.”
Effects of inclusive leadership on organizational citizenship behavior: the mediating roles of organizational justice and learning culture (2019, methodology): “When the organization provides them with such a learning culture to develop their internal interests, employees are more likely to perceive that their organization values what they have done (Joo, 2010; Joo & Shim, 2010).”
Employee engagement: an examination of antecedent and outcome variables (2011, background): “To recruit, maintain, and motivate employees in an increasingly competitive environment (Beck, 2003), human resource practices must be innovative and compelling, benefiting both the organization and the employee (Joo, 2010).”
Job Performance in the Learning Organization: The Mediating Impacts of Self‐Efficacy and Work Engagement (2018, unknown): “While this measure has been used and validated by many scholars in various contexts, several studies reported that the measure showed a high level of reliability in the Korean population (e.g., α = .88 [Joo, Yang, & McLean, 2014 ]; .82 [Joo, 2010 ]; .74 to .84 [Song, Joo, & Chermack, 2009 ]).”