Contrasting group and organizational commitment: Evidence for differences among multilevel attachments

Contrasting group and organizational commitment: Evidence for differences among multilevel... STEPHEN J. ZACCARO Virginia Polytechnic Institute and State University. U.S.A. AND GREGORY H. DOBBINS University of Tennessee at Knoxville, U.S.A Introduction Most definitions of organizational commitment emphasize the psychological binding of a member to the entire organization (e.g. Buchanan, 1974; Mowday, Steers and Porter, 1979). Thus, the organization as a whole has remained the locus of commitment. Reichers (1986) however differentiated global organizational commitment from commitments to top management and to outside constituencies related to the organization. Likewise, Fukami and Larsen ( 1984) reported differences between the correlates of company versus union commitment. Thus, attachments to different components of an organization can be viewed as conceptually distinct from organizational commitment. The present study extends this notion by examining commitments to different levels of the organizational hierarchy. Organizational incumbents typically have multiple memberships according to their placements within the vertical structure of the organization. Each membership can yield a different form of work-related commitment. Further, these commitments should be based not on constructs and processes linked to the global organization, but instead on characteristics that define the particular organization level. Prior studies of organizational commitment have confounded these characteristics. While group level variables (e.g. cohesiveness, group size) have been http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Behavior Wiley

Contrasting group and organizational commitment: Evidence for differences among multilevel attachments

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Publisher
Wiley
Copyright
Copyright © 1989 John Wiley & Sons, Ltd.
ISSN
0894-3796
eISSN
1099-1379
DOI
10.1002/job.4030100306
Publisher site
See Article on Publisher Site

Abstract

STEPHEN J. ZACCARO Virginia Polytechnic Institute and State University. U.S.A. AND GREGORY H. DOBBINS University of Tennessee at Knoxville, U.S.A Introduction Most definitions of organizational commitment emphasize the psychological binding of a member to the entire organization (e.g. Buchanan, 1974; Mowday, Steers and Porter, 1979). Thus, the organization as a whole has remained the locus of commitment. Reichers (1986) however differentiated global organizational commitment from commitments to top management and to outside constituencies related to the organization. Likewise, Fukami and Larsen ( 1984) reported differences between the correlates of company versus union commitment. Thus, attachments to different components of an organization can be viewed as conceptually distinct from organizational commitment. The present study extends this notion by examining commitments to different levels of the organizational hierarchy. Organizational incumbents typically have multiple memberships according to their placements within the vertical structure of the organization. Each membership can yield a different form of work-related commitment. Further, these commitments should be based not on constructs and processes linked to the global organization, but instead on characteristics that define the particular organization level. Prior studies of organizational commitment have confounded these characteristics. While group level variables (e.g. cohesiveness, group size) have been

Journal

Journal of Organizational BehaviorWiley

Published: Jul 1, 1989

References

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