Nature of the Interactions among Organizational Commitments: Complementary, Competitive or Synergistic?
British Journal of Management, Vol. 20, No. 4, Pg. 431-447.
Johnson, Kyle W.
Groff, Meng U.
Although organizational commitment is a multidimensional construct,
researchers have tended to examine the independent effects of its
different forms. However, doing so creates potential problems of model
misspecification and under-prediction if interactions exist among
different commitments. In this paper we discuss theoretically plausible
interactions among different commitments, the patterns of which are
expected to vary depending on the nature of the criterion and the foci
of commitment. We then test these predictions via empirical data.
Results revealed a 'synergistic' pattern of effects for discretionary
outcomes, such that levels of organizational citizenship behaviour and
strain were most favourable when employees reported high levels on
multiple commitments. Importantly, no evidence was found for
competitive effects between commitments, such that high levels on
multiple commitments are detrimental. We discuss the implications of
our findings for research and practice.
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(Something interesting I found)Posted: Friday, January 15, 2010