A study on the discriminability, effect and factors of "Soshiki wo seou ishiki h, new type of organizational commitment

Teruyoshi Nakamura, Takahisa Nakagawa, Ryota Yuguchi, Yoko Jin and Hiroya Hirakimoto ()
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Teruyoshi Nakamura: Asahi Kasei Corp. Dept. of HR
Takahisa Nakagawa: Asahi Kasei Pharma
Ryota Yuguchi: Asahi Kasei Corp. Dept. of HR
Yoko Jin: Asahi Kasei Corp. Dept. of HR
Hiroya Hirakimoto: Graduate School of Economics, Osaka University

No 19-09, Discussion Papers in Economics and Business from Osaka University, Graduate School of Economics

Abstract: Traditionally, organizational commitment has been viewed as an important theme in management, and employees with high organizational commitment has less intension to leave or change jobs and are willing to behave according to the organization's values and standards. Although high organizational commitment is taken positively, the high level of organizational commitment may also be treated as negative for avoiding or inhibiting change when organizational change and innovation are considered important. In this study, we assumed that there might be another concept of organizational commitment that captures consciousness to carry or manage the organization and apart from affective commitment and continuous commitment. It is the new relationship between the organization and employees that leads to transformational behavior, positive voice to the organization, and a role commitment to take on important responsibilities as a core member. A survey was conducted with 132 employees of company X (general chemical indutry). As a result, a new type of organizational commitment named as gSoshiki wo seou ishiki h, was not be distinguished from affective commitment, but it was different from continuous commitment. It was also confirmed that a broader affective commitment including "consciousness to bear the organization" promotes positive voice and is promoted by career hope and career support mainly by their superiors.

Keywords: Organizational commitment; Voice; Innovative behavior; Career hope (search for similar items in EconPapers)
JEL-codes: M12 M54 (search for similar items in EconPapers)
Pages: 14 pages
Date: 2019-06
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