Author ORCID Identifier
Document Type
Article
Publication Date
11-13-2017
Publication Title
Journal of Management Development
Volume
36
Issue
10
First Page
1294
Last Page
1303
Abstract
Purpose
The purpose of this paper is to investigate the effects of internal marketing orientation, external marketing orientation, and subjective well-being on the affective organizational commitment of frontline employees.
Design/methodology/approach
Previous research was used to develop hypotheses and develop a questionnaire for this project. An online survey was completed by 108 frontline employees.
Findings
The hypothesized model of all three variables having positive effects on organization commitment was supported. Internal marketing orientation, external marketing orientation, and subjective well-being were significant predictors of affective organizational commitment.
Research limitations/implications
A key limitation of this study is the cross-sectional, data collection design. A longitudinal study would allow for increased confidence when evaluating causal inferences with this type of data.
Practical implications
This paper identifies how managers may be able to use internal marketing orientation, external marketing orientation, and subjective well-being as potential tools to increase the affective organizational commitment of frontline employees.
Social implications
This paper demonstrates the importance of subjective well-being as an important component of life for an employee and success of the organization.
Originality/value
This paper extends current research on affective organizational commitment by testing a new model that includes internal marketing orientation, external marketing orientation, and subjective well-being as predictor variables.
Recommended Citation
Schulz, S.A., Martin, T. and Meyer, H.M. (2017), "Factors influencing organization commitment: Internal marketing orientation, external marketing orientation, and subjective well-being", Journal of Management Development, Vol. 36 No. 10, pp. 1294-1303. https://doi.org/10.1108/JMD-12-2016-0334
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License
Comments
This is an Accepted Manuscript of an article published by Emerald in Journal of Management Development on November 13, 2017, available online: https://doi.org/10.1108/JMD-12-2016-0334
This author accepted manuscript is deposited under a Creative Commons Attribution Non-commercial 4.0 International (CC BY-NC) license. This means that anyone may distribute, adapt, and build upon the work for non-commercial purposes, subject to full attribution. If you wish to use this manuscript for commercial purposes, please contact permissions@emerald.com