Commitment in organizations: Accumulated wisdom and new directions.

By H. Klein, Thomas E. Becker, John P. Meyer. 2009

196 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/83aa69d1604e6af33ac5fda3f05a3db995a3c948

How researchers see this paper

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In Management of Technology and Innovation

1. John P. Meyer
2. Thomas E. Becker
3. Alexandre J. S. Morin
4. R. Liden
5. Gerald R. Ferris

Citations in the corpus

• The Influence of Organizational Justice and Job Satisfaction on Organizational Commitment in Portugal’s Hotel Industry (2015, background): “Researchers have recognized the following three aspects of organizational commitment (Meyer and Allen 1991): affective commitment (Klein, Becker, and Meyer 2009), normative commitment, and continuance commitment (Becker 2009).”
• Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, background): “Klein, Becker, and Meyer (2009) have reviewed the range of conceptualizations of commitment, noting that Meyer and Allen’s (1991) three-component model, comprising affective, normative and continuance commitments, is predominant in current research.”
• Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, unknown): “Ethical Leadership and Multifoci Social Exchange For several years, researchers have known that employees are capable of discriminately directing their sentiments of commitment to different organizational foci (Klein et al. 2009).”
• Organizational commitment, organization-based self-esteem, emotional exhaustion and turnover: A conservation of resources perspective (2011, background): “Organizational commitment has been the subject of considerable research attention during the past two decades (Klein et al., 2009).”
• Core values – the entrance to human satisfaction and commitment (2012, background): “Recent accumulated knowledge on the area of commitment research has been published by Klein, Becker, and Meyer (2009).”
• Leader-member exchange and affective organizational commitment: the contribution of supervisor's organizational embodiment. (2010, background): “One of the most frequently studied outcomes of LMX involves employees’ affective commitment to the organization (Liden, Wayne, & Sparrowe, 2000; Wayne et al., 2009), an emotional attachment that fosters performance and lessens absenteeism and turnover (Klein, Becker, & Meyer, 2009; Meyer & Allen,…”
• A Meta-Analysis of Antecedents and Consequences of Leader-Member Exchange (2012, background): “There are several reasons why LMX would be positively related to commitment (Wayne et al., 2009).”