External organizational commitment |
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| Institution: | 1. National Research Center “Kurchatov Institute”, Kurchatov Sq. 1, Moscow 123182, Russia;2. Department of Physics and Astronomy, University of Turku, Turku FI-20014, Finland;3. Ioffe Physical-Technical Institute of the Russian Academy of Sciences, St. Petersburg 194021, Russia;2. Department of Ultrasound, Zhuhai Hospital Affiliated with Jinan University, Zhuhai People''s Hospital, Zhuhai, China;3. Department of Sports Medicine and Arthroscopy, Third Affiliated Hospital of Southern Medical University, Orthopaedic Institute of Guangdong Province, Guangzhou, China;4. Department of Medical Imaging, Third Affiliated Hospital of Southern Medical University, Orthopaedic Institute of Guangdong Province, Guangzhou, China;1. Seoul National University College of Nursing, The Research Institute of Nursing Science, 103 Daehak-ro, Jongno-gu, Seoul, Republic of Korea;2. CHA University College of Nursing, 30 Beolmal-lo, Bundang-gu, Seongnam-shi, Gyeongghi-do, Republic of Korea;3. Ewha Women''s University High School, 560 Sungsan-ro, Seodaemun-gu, Seoul, Republic of Korea |
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| Abstract: | Building on the organizational commitment literature and recent management practices like relationship marketing and total quality management, a new focus of work commitment is proposed: external organizational commitment (EOC). It is envisioned as a global construct and defined as an employee's identification and involvement with another organization. A model of EOC specifying its antecedents, consequences, and moderating factors is offered and 28 propositions emanating from the model are articulated. Implications for human resource practitioners are discussed. |
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