The opportunity model of organizational commitment Evidence from white-collar employees in Turkey

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dc.authoridCicekli, Elif/0000-0001-5118-5111
dc.authorwosidCicekli, Elif/ABH-2462-2020
dc.contributor.authorCicekli, Elif
dc.contributor.authorKabasakal, Hayat
dc.date.accessioned2024-07-18T20:47:14Z
dc.date.available2024-07-18T20:47:14Z
dc.date.issued2017
dc.departmentİstanbul Bilgi Üniversitesien_US
dc.description.abstractPurpose - The purpose of this paper is to determine the relationships between promotion, development, and recognition opportunities at work and organizational commitment, and whether these relationships are moderated by the job opportunities employees have in other organizations. Design/methodology/approach - An opportunity model of organizational commitment is developed based on social exchange theory and several streams of opportunity research. Factor analyses and hierarchical multiple regression analyses are carried out to test the hypotheses using data from 550 white-collar employees. Findings - The results of the analyses show that opportunities for development and recognition are predictors of organizational commitment, that job opportunities employees have in other organizations negatively moderate the relationship between recognition opportunity at work and organizational commitment, and that promotion opportunity does not predict organizational commitment. Research limitations/implications - Future researchers could study the issue in the context of other cultures using data from multiple sources. Practical implications - Employers who seek to increase their employees' organizational commitment are advised to divert their energies from struggling to create promotion opportunities for their employees to creating opportunities for development and recognition. Originality/value - The study explores the under-researched concept of opportunity at work and connects several streams of opportunity research by drawing on social exchange theory as a theoretical framework. The model is the first to address the effects of opportunity and alternative opportunities on organizational commitment.en_US
dc.identifier.doi10.1108/IJM-06-2015-0086
dc.identifier.endpage273en_US
dc.identifier.issn0143-7720
dc.identifier.issn1758-6577
dc.identifier.issue2en_US
dc.identifier.scopus2-s2.0-85017551380en_US
dc.identifier.scopusqualityQ2en_US
dc.identifier.startpage259en_US
dc.identifier.urihttps://doi.org/10.1108/IJM-06-2015-0086
dc.identifier.urihttps://hdl.handle.net/11411/7740
dc.identifier.volume38en_US
dc.identifier.wosWOS:000401027000009en_US
dc.identifier.wosqualityQ4en_US
dc.indekslendigikaynakWeb of Scienceen_US
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherEmerald Group Publishing Ltden_US
dc.relation.ispartofInternational Journal of Manpoweren_US
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectDevelopmenten_US
dc.subjectOrganizational Commitmenten_US
dc.subjectRecognitionen_US
dc.subjectPromotionen_US
dc.subjectAlternative Opportunitiesen_US
dc.subjectOpportunity At Worken_US
dc.subjectNormative Commitmenten_US
dc.subjectSupervisor Supporten_US
dc.subjectJob-Attitudesen_US
dc.subjectCareeren_US
dc.subjectAntecedentsen_US
dc.subjectDeterminantsen_US
dc.subjectMetaanalysisen_US
dc.subjectContinuanceen_US
dc.subjectAdvancementen_US
dc.subjectPerformanceen_US
dc.titleThe opportunity model of organizational commitment Evidence from white-collar employees in Turkeyen_US
dc.typeArticleen_US

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