Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes

By Christian Vandenberghe, Kathleen Bentein, Florence Stinglhamber. 2004

508 citations recorded by the source corpus.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/0c67a0d8ee73835e060f92be3c8f56da3edcb64a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In General Health Professions

1. Christian Vandenberghe
2. Alexandre J. S. Morin
3. T. W. Lee
4. Terence R. Mitchell
5. John P. Meyer
6. Brooks Holtom
7. Alexandra Panaccio
8. İlhami Yücel

In Organizational Behavior and Human Resource Management

1. Christian Vandenberghe
2. Alexandre J. S. Morin
3. John P. Meyer
4. Alexandra Panaccio
5. Thomas W. H. Ng
6. Kathleen Bentein
7. Terence R. Mitchell
8. Jean-Sebastien Boudrias

In Sociology and Political Science

1. Alexandre J. S. Morin
2. Christian Vandenberghe
3. John P. Meyer
4. Alexandra Panaccio
5. George B. Cunningham
6. Kathleen Bentein
7. Karin Sanders
8. Jean-Sebastien Boudrias

Citations in the corpus

• Person-organization and person-supervisor fits: Employee commitments in a Chinese context (2011, background): “LMX, in turn, seems to positively contribute to employees’ affective reactions towards the supervisor such as satisfaction with the supervisor (Gerstner & Day, 1997) and commitment to the supervisor (Law, Wong, Wang, & Wang, 2000; Vandenberghe et al., 2004).”
• The relationships amongst leader-member exchange, perceived organizational support, affective commitment, and in-role performance: a social-exchange perspective (2014, background): “For example, Vandenberghe et al. (2004) reported that affective commitment to the organization was not significantly correlated to in-role performance among a sample of nurses in a Belgian hospital whereas Fahr et al.”
• The effects of core self‐evaluations and transformational leadership on organizational commitment (2012, background): “positive work-related behaviors (Hausknecht et al., 2009; Meyer et al., 1989; Vandenberghe et al., 2004), more companies become aware of the value of enhancing employees’ organizational commitment and the importance of understanding its antecedents.”
• A Multifoci Person-Centered Perspective on Workplace Affective Commitment: A Latent Profile/Factor Mixture Analysis (2011, background): “Unfortunately, few studies included more than two or three foci at a time (Cohen, 2000; Stinglhamber et al., 2002) or verified whether the relations changed according to specific foci (Cohen, 1993; Vandenberghe et al., 2004).”
• Challenge Is Key: An Investigation of Affective Organizational Commitment in Undergraduate Interns (2005, background): “Fourth, the employees, therefore, become more committed to that organization (Buchanan; Meyer & Allen; Steers; Vandenberghe et al., 2004).”
• How transformational leadership predicts employees’ affective commitment and performance (2018, background): “Therefore, AC increases in-role and extra-role performance (Allen and Meyer, 1996; Jaramillo et al., 2005; Meyer et al., 2002; Riketta, 2002; Vandenabeele, 2009; Vandenberghe et al., 2004).”