Commitment is not enough: how and when occupational commitment influence employees' organizational turnover intention
研究通过两项调查发现，高职业承诺的员工通常通过职业导向的工作塑造降低离职意愿，但团队断层会削弱甚至逆转这一效应，而服务型领导能缓解断层的负面影响。
Purpose This study investigates why employees with high occupational commitment are generally reluctant to leave their organization and, crucially, when this pattern might deviate. Design/methodology/approach The theoretical model is validated through a time-lagged survey (Study 1) and a scenario experiment (Study 2). Findings Occupational commitment was negatively related to organizational turnover intention through occupation-oriented job crafting under specific (Study 1) and general conditions (Study 2). Faultlines led to the attenuation (Study 2) or reversal (Study 1) of the mediation effect. Servant leadership neutralized the moderation impact of faultlines. Originality/value This research reveals the nuanced relationship between occupational commitment and turnover intention and, more importantly, pinpoints the conditions under which this relationship reverses.