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Academic literature on the topic 'Organisational commitment'

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Published: 4 June 2021
Last updated: 20 February 2023

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Journal articles on the topic "Organisational commitment"

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Soobramoney, Jerelene, and Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation." Risk Governance and Control: Financial Markets and Institutions 6, no. 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.

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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.
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Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana, and Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines." International Journal of Culture, Tourism and Hospitality Research 11, no. 2 (June 5, 2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.

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Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.

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Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Theron, Anthonie, and Nicole Marguerite Dodd. "Organisational commitment in the era of the new psychological contract." South African Journal of Economic and Management Sciences 14, no. 3 (August 25, 2011): 333–45. http://dx.doi.org/10.4102/sajems.v14i3.100.

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The aim of this study was to investigate organisational commitment in an organisation that had recently experienced organisational restructuring (a merger). The psychological contract that exists between employees and organisations is brittle due to many organisational changes that stem from organisational restructuring. When psychological contracts are breached, employees may experience reduced commitment to the organisation. The target population for this study consisted of all employees working at three recently-merged higher education institutions in the Nelson Mandela Metropolis (n=100) and a self-administered questionnaire was distributed amongst staff. The results indicated that an increase in the number of positive human resource management (HRM) practices reported by respondents correlated with a decrease in violation and breach of the psychological contract, despite organisational restructuring. It was further revealed that effective management of the psychological contract is crucial during organisational restructuring, in order to maintain the commitment and loyalty of employees.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.

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AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Turunen, Teemu. "Commitment to employment and organisation: Finland in a European comparison." Finnish Journal of Social Research 4 (December 15, 2011): 55–66. http://dx.doi.org/10.51815/fjsr.110705.

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Employment and organisational commitment are widely endorsed as goals for labour market policy and organisations. However, there are few comparative studies that examine how, in addition to individual characteristics, dimensions of national culture affect employment and organisational commitment. This article compares employment and organisational commitment among employees in Finland, Germany, Great Britain, Spain and Sweden. The main focus is on whether these commitments differ in Finland from those in four other European countries. Finland has seldom been included in this kind of comparative study. Individual-level data come from the International Social Survey Program (ISSP), Work Orientation Module III, collected in 2005–2006. Employment commitment was the highest in Sweden, while organisational commitment was the highest among Germans. Finnish employees did not display particularly high levels of employment commitment: Finns were next to last in this category. Organisational commitment in Finland was on the same level as Spain and Sweden. In all five countries low subjective job insecurity among employees increased organisational commitment. Schwartz’s (2007) cultural dimensions accounted for a significant share of the variance in employment commitment. The data were analysed mainly by using standard multiple regression analysis and hierarchical multiple regression analysis.
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Usadolo, Queen, and Sam Usadolo. "The Effect of Motive Fulfilment as a Meditating Variable between Perceived Organisational Support and Volunteers’ Affective Commitment in Non-Profit Organisations." African Journal of Inter/Multidisciplinary Studies 3, no. 1 (2021): 75–90. http://dx.doi.org/10.51415/ajims.v3i1.896.

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In this paper, the influence of organisational factors and the role of individual factors on affective commitment is examined, particularly whether volunteers’ motive fulfilment mediates the influence of perceived organisational support on volunteers’ affective commitment. A cross-sectional survey was used to collect data from 213 volunteers from five non-profit organisations in Queensland, Australia. Perceived organisational support is found to have a significant relationship with volunteers’ affective commitment. Furthermore, motive fulfilment has a significant effect on the impact of perceived organisational support (POS) on the outcome. The results of the study provide new knowledge about the importance of motive fulfilment as a tool for improving volunteers’ positive experiences of an organisation and explain how motive fulfilment promotes increased affective commitment.
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Ng, Catherine, and Aspa Sarris. "Distinguishing Between the Effect of Perceived Organisational Support and Person–Organisation Fit on Work Outcomes." Australian and New Zealand Journal of Organisational Psychology 2 (August 1, 2009): 1–9. http://dx.doi.org/10.1375/ajop.2.1.1.

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AbstractWhile previous research has contributed to our understanding of the effect of person-organisation fit on a range of job outcomes (e.g., Chatman, 1989; Kristof-Brown & Jansen, 2007; Schneider, 1987), the relationship between person–organisation fit, perceived organisational support and job outcomes, such as job satisfaction and organisation commitment has not been fully explored. Further research examining the relationship between these variables is needed, particularly in organisational settings that experience high turnover such as hospitals. This study examined the relationship between person–organisation fit, perceived organisational support, job satisfaction and organisational commitment among employees in an Australian hospital setting. Person–organisation fit was assessed in terms of the fit, or congruence, between perceived organisational values and ideal organisational values. The study also examined the extent to which perceived organisational support moderated the relationship between person–organisation fit and job satisfaction and organisational commitment. Results showed that person–organisation fit and perceived organisational support were significant predictors of job satisfaction and organisational commitment. However, perceived organisational support was not a moderator in the relationship between person–organisation fit and job satisfaction and organisational commitment. Results also showed that perceived organisational support may be a stronger predictor of job satisfaction and organisational commitment than person–organisation fit, highlighting the importance of providing nursing and support staff with adequate support to carry out their work in hospital settings. The implications of the study are discussed and future research opportunities are highlighted.
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Dwivedula, Ravikiran, Christophe Bredillet, and Ralf Müller. "Work motivation as a determinant of organisational and professional commitment in temporary organisations: theoretical lenses and propositions." Journal of Project, Program & Portfolio Management 4, no. 1 (October 20, 2013): 11. http://dx.doi.org/10.5130/pppm.v4i1.2610.

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The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented
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Dissertations / Theses on the topic "Organisational commitment"

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Petersen, Bernice. "The relationship between organisational commitment, organisational citizenship behaviour and turnover intentions at a retail organisation." University of the Western Cape, 2010. http://hdl.handle.net/11394/8458.

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Magister Commercii (Industrial Psychology) - MCom(IPS)
The South African employment industry is facing exhaustion as the demand for talented workers is higher than supply (Bakos, 2005) and it has become imperative that the employer no longer simply focus on the commitment of employees, but more so on the extra efforts that are exerted by these employees in order to ensure their sustainability (Netswera, Rankhumise & Mavundla, 2005). Extensive research has been conducted on organisational commitment because of its importance in predicting individuals' behaviour outcomes such as absenteeism and turnover (Popoola, 2005). Findings of studies conducted by Bolon (1997) and Maharaj (2006) indicate that there is a positive relationship between organisational commitment (OC) and organisational citizenship behaviour (OCB). Bolino and Turnley (2003) posit that it is important for organisations and managers to have a better understanding of the factors that make employees willing to go the extra mile in order to enhance organisational performance and sustain a competitive edge. The alms of the study are to investigate the relationship between organisational commitment, organisational citizenship behaviour and turnover intentions. Furthermore, it also investigated the relationship between biographical variables (namely, gender, age, tenure and race) and organisational commitment as well as that of organisational citizenship of human resource professionals A sample of 138 human resource professionals employed at a retail organisation completed a self-developed biographical questionnaire, the Organisational Commitment Questionnaire, the Citizenship Behaviour Questionnaire and the Turnover Intention Questionnaire. Results of the study indicate the existence of a significant relationship between organisational commitment and organisational citizenship and turnover intentions for human resource professionals. The statistical analysis suggests that organisational commitment has a significant relationship with organisational citizenship, whilst turnover intentions did not have a significant impact on organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational commitment, with gender having the strongest relationship with organisational commitment. The biographical variables (namely, gender, age, tenure and race) appear to have a significant impact on organisational citizenship behaviour, whilst race appeared to be unrelated to citizenship behaviour. Previous studies were reviewed to support the findings of the current study. Limitations of the study and recommendations for future research were put forth in addition to recommendations for the organisation.
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Lee, Kuan-Fang. "Organisational commitment : employer expectations in the context of Taiwanese organisations." Thesis, Sheffield Hallam University, 2011. http://shura.shu.ac.uk/19948/.

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The research deals with an alternative view to understanding organisational commitment within the context of Taiwanese organizations, namely organisational demand-side commitment (ODC). ODC is based on an organisational perspective, which renders this study quite distinct from the prior traditional studies. The overarching research aim that guided this study was, "Does an organisation require different degrees of commitment from its employees, and does it have different expectations from its individual employees according to their different position characteristics?" The exploration of the dynamic relationships, that exist between the commitment expected by the organisation and the commitment freely given by its employees, was based upon 40 in-depth interviews with senior HR managers, line managers and workers in Taiwan-based firms. This formed the basis for an exploratory study to develop a theoretical model of ODC. Subsequently, quantitative analytical methods were employed to test the resulting hypotheses. With the uniqueness of ODC as a concept and an analytical tool, data were collected from 1,380 individuals employed in 60 Taiwan-based firms. Principal Component Analysis (PCA) and regression analysis were used to analyse and interpret the data. The results found a significant positive correlation between ODC and the position characteristics of Demand-Side Commitment: authority, complexity and exclusivity of skills. Through the PCA, two sub-dependent variables 'identity' and 'turnover' were extracted, with the former acting as a stronger predictor of ODC than the latter. It was shown that the finding could draw both employers and employees to enhance mutual identity with each other to secure the desired balance between expectation and achievement. The contribution of this thesis to the study of organisational commitment is that the framework presented in this study focuses on the organisational demand-side commitment, which not only rests principally on the development of the linkage from employer to employee, but also forms the basis to conduct further research on this two-way linkage in the future.
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Hutton, Sonia L. "Organisational commitment : the influence of culture, non-work commitments and personality /." Title page, contents and abstract only, 1995. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpsh985.pdf.

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O'Connell, Alec John. "Values, values congruence and organisational commitment." University of Western Australia. Faculty of Business, 2009. http://theses.library.uwa.edu.au/adt-WU2009.0130.

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This study examines the relationship between personal values, perceived organisational values and organisational commiunent. The study builds on the work of Finegan (2000). It is argued that the greater the congruence between a person's personal values and the perceived organisational values of the employing organisation, the greater would be their commitment to that organization. This study examines this issue in a school context, examining the teachers' values and their perceptions of their schools' values. As part of the study a survey was administered to a sample of teachers at eight schools that represented the three main streams within the Australian education system; namely Government schools, independent Christian schools and Catholic schools. In this case, personal values and perceived organisational values were measured using Schwartz's (1991) Values Scale and their congruence was calculated using Savery's (Savery, 1993. 1983, 1981) approach. Commitment was measured using Meyer and Allen's (1990) Organisational Commitment Scale. Perceived organisational support and professional commitment were also measured through Eisenberg's (1986) and Blau's (1985b) scales. The study suggests that teachers' backgrounds have little impact on commitment. It further suggests that personal values have only a minimal effect on continuance conunitrnent, although they have a stronger relationship with affective commitment. While congruence between the two types of values do impact on affective commitment, teachers' perceptions of their organisations' values (irrespective of their own values) are stronger predictors of commitment. Personal values are also shown to affect professional commitment. Although the major focus of the study is to explore the relationship between values congruence and organisational commitment, the results suggest that the most significant predictors of affective organisational commitment are perceived organisational support and teachers' perceptions of organisational values.
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Beck, Karen. "The development of affective organisational commitment /." Title page, contents and summary only, 1997. http://web4.library.adelaide.edu.au/theses/09PH/09phb3933.pdf.

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Milenkovic, Nebojsa. "Interrelationships among trade union commitment, organizational commitment, job satisfaction and trade union participation." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5833.

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Includes bibliographical references (leaves 43-51).
The issue of commitment has received extensive research through the years yet inconsistencies still prevail. This research investigated the relationships between organizational commitment, trade union commitment, job satisfaction and trade union participation. A survey based on the work of Meyer and Allen (1997) was used to collect data. The sample consisted of 90 participants who were members of the same trade union. The main findings indicate that trade union commitment is positively correlated to union participation and it explains 34 % of variance in participation. No significant difference based on gender was found in the sample which is inconsistent with available literature. Organizational and union commitment exhibit a significant positive relationship as do job satisfaction and union commitment as well as job satisfaction and union participation. Organizational commitment and union participation exhibited a non-significant result. Dual commitment was also apparent in the sample. Further research is advisable to ascertain fully on these relationships within the South African context.
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Nqubane, Rirhandzu Milder. "Organisational support, role clarity, job insecurity and organisational commitment of employees in a petrochemical organisation / Rirhandzu Milder Nqubane." Thesis, North-West University, 2008. http://hdl.handle.net/10394/686.

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Organisations have been under enormous pressure due to the changes that they are constantly faced with. Most organisations have at some stage been involved in restructuring, laying-off of employees, and outsourcing of non-core business activities with the aim of coping with the change process. When organisations go through these changes, they still need to support their employees. They must ensure that the employees' roles are clarified, and that they feel secure in their jobs in order to improve their commitment to the organisation. The objective of this study was to determine the relationship between perceived organisational support, role clarity, job insecurity and organisational commitment. Employees from a business unit in a petrochemical organisation were targeted for this research. The study population included employees from managerial, non-managerial and specialist categories. A cross-sectional design was used to achieve the research objectives. Measures of Perceived Organisational Support (POSQ), Role Clarity (RCQ), Job Insecurity (JIQ), Affective Organisational Commitment (OCQ) and a biographical questionnaire were administered for the study. The statistical analysis was carried out with the help of the SPSS program as well as the AMOS program. Pearson product-moment correlations indicated that when perceived organisational support increases, affective organisational commitment and role clarity will also increase. When perceived organisational support increases, role conflict and job insecurity will Vll decrease. Affective organisational commitment as well as role clarity is predicted by perceived organisational support. MANOYA analysis indicated that male employees experience higher levels of role conflict than their female counterparts. It seems that employees in first line management and professional categories experience significantly higher levels of perceived role conflict than employees in lower level positions. Employees in non-management positions experience significantly higher levels of affective job insecurity than employees in senior management positions. Employees in senior management positions experience significantly lower levels of cognitive job insecurity than employees in non-management positions. Recommendations were made for future research.
Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2008.
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Sudjadi, Achmad. "Leadership styles, organisational commitment, and job satisfaction in normative and utilitarian organisations." Thesis, University of Liverpool, 2004. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.417297.

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Buckle, Cecelia Hestel. "Empowerment, organisational commitment and job satisfaction within a chemical organisation / Penny Buckle." Thesis, Potchefstroom University for Christian Higher Education, 2003. http://hdl.handle.net/10394/377.

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Work is considered to be a necessary and unavoidable part of human existence. As South Africa continues to be exposed to global economics, social and political changes, the international arena demands increased speed, efficiency and customer focus at reduced costs. In order to achieve these demands, organisations are demanding more from their employees than ever before. Employees must learn to take initiative, be creative and accept responsibility. Each employee's full potential is needed on every level in an organisation. Employee empowerment is a concept that has been the subject of research for over 50 years. It generally shows that despite an increasing popularity of the "employee empowerment movement", very few companies today are truly empowered and programs intended to empower meet with very little success. Furthermore, empowerment, together with the strategies for implementing it, is far from being a simple "quick fix". Employee empowerment is multidimensional -no single set of contingencies can describe it. It actually encompasses a very complex and multifaceted continuous process, with its roots in the changing social, economic, and political structures of society. The objective of this study was to conceptualise empowerment from both a situational (contextual) and psychological (motivational) perspective. From a situational perspective it investigated the relationship of psychological empowerment with contextual factors such as leadership. From a psychological perspective it investigated and measured the four cognitions that provide employees with a sense of empowerment. Furthermore it explored the possible relationship between psychological empowerment, leader empowering behaviour, organisational commitment and job satisfaction on the one hand, as well as the extent to which psychological empowerment and leader empowering behaviour predict organisational commitment and job satisfaction, on the other hand. The relevance of this to the organisation was to determine whether there is a difference in these variables between employees, departments, tenure and age groups and if these situational variables predict psychological empowerment. The research group was composed of 137 employees within a chemical organisation. They completed several questionnaires. The research results of the empirical study were reported and discussed according to the empirical objectives. The descriptive statistics and the internal consistency of the measuring instruments for the total population were highlighted. Thereafter the reliability and validity of the measuring instruments were discussed. The results of the empirical study indicated that a positive level of psychological empowerment, leader empowering behaviour, organisational commitment and job satisfaction exists within this organisation. Results indicated that statistically significant differences exist in organisational commitment between tenure and various age groups. It furthermore indicated that there were statistically significant differences in psychological empowerment between different age groups. No statistically significant differences between the different qualification levels were observed in psychological empowerment, leader empowering behaviour, organisational commitment and job satisfaction. Results furthermore indicated statistically significant differences in leader empowering behaviour between various organisational levels of employment and within various departments. Statistically significant differences do exist in job satisfaction between various organisational levels of employment, although no statistically significant differences were reported with regard to various departments. With regard to differences between various organisational levels of employment and various departments, no statistically significant differences were experienced in psychological empowerment and organisational commitment Positive correlation, with a medium to a large effect, were reported between (a) psychological empowerment and leader empowering behaviour, organisational commitment and job satisfaction, (b) leader empowering behaviour and job satisfaction, and (c) organisational commitment and job satisfaction. Concerning the predictive value of the constructs, the findings indicate that psychological empowerment and leader empowering behaviour predict organisational commitment and job satisfaction. Based on the above results recommendations were made. These recommendations emphasise the importance of integrating both situational and psychological perspectives to enhance empowerment to the benefit of both the individual and the organisation.
Thesis (M.A. (Industrial Psychology))--Potchefstroom University for Christian Higher Education, 2003.
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Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape." University of the Western cape, 2016. http://hdl.handle.net/11394/5554.

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Magister Commercii (Industrial Psychology) - MCom(IPS)
At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.
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Books on the topic "Organisational commitment"

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Lydka, Helen M. Organisational commitment - a review of research. Henley-on-Thames: Henley The Management College, 1991.

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Lydka, Helen M. Organisational commitment: A review of research. Henley-on-Thames: Henley the Management College, 1991.

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Chan, Duen C. Organisational practices and their implications on graduates' organisational commitment and perceptions. [s.l.]: typescript, 1993.

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Glackin, Ann Michelle. Organisational commitment: An examination of the antecedents of commitment in IBM Ireland. Dublin: University College Dublin, 1992.

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Lydka, Helen M. Organisational commitment: A longitudinal study of attitudinal and behavioural commitment among U.K. graduates and anassessment of commitment measures. Uxbridge: Brunel University, 1994.

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Montgomery, Jacqui. Organisational culture, person-culture fit and employee commitment within a small not for profit organisation. (s.l: The Author), 1998.

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Daunt, Valarie Anne. Health management programs: Their effect on organisational commitment : a case study. Dublin: University College Dublin, 1996.

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Dundas, Craig. The ties that bind: Organisational commitment, employee involvement and job security. [s.l.]: typescript, 1994.

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Green, F. Skill, training, organisational commitment and unemployment: The economics of a labour management strategy. London: Centre for Economic Performance, 1996.

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Kielty, Sonya. A study of organisational culture and the employee performance benefits of peron-organisation fit and commitment within a high growth I.T. company. (s.l: The Author), 2001.

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Book chapters on the topic "Organisational commitment"

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Corbett, J. Martin. "The meaning of work, motivation and commitment." In Critical Cases in Organisational Behaviour, 9–36. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23295-6_2.

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Corbett, J. Martin. "The management of meaning, motivation and commitment." In Critical Cases in Organisational Behaviour, 37–68. London: Macmillan Education UK, 1994. http://dx.doi.org/10.1007/978-1-349-23295-6_3.

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Cohen, Aaron. "Organisational Commitment Research: Past, Present and Future." In Areas of Vocational Education Research, 261–74. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-54224-4_12.

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Mavondo, Felix T., and Yelena Tsarenko. "Organisational Learning Profiles: Implications for Innovation and Performance." In Marketing, Technology and Customer Commitment in the New Economy, 98–103. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11779-9_37.

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Boddy, Clive R. "Corporate Psychopaths, Corporate Social Responsibility and Organisational Commitment to Employees." In Corporate Psychopaths, 63–76. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230307551_4.

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Tipurić, Darko. "Strategic Direction." In The Enactment of Strategic Leadership, 121–45. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_5.

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AbstractIn this chapter, the focus is on a strategic direction which is the starting point of strategy and the foothold of strategic leaders. Strategic direction determines the space available for organisational action and major business decisions; it is a guide of sorts for interaction with the future environment. It is especially important when innovative and visionary actions require a special kind of leadership and managerial skills. Mission and vision are argued to be mutually connected and inseparable constructs that are both comprised in the category of strategic direction. Mission creates a context in which vision is shaped, strategic objectives defined, and strategic activities developed while vision gives a purpose of action and it can be viewed as both a rationale of the organisation and a foundation for building commitment and inspiring stronger engagement of the organisation’s members.
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Islam, Md Zahidul, Wardah Azimah Haji Sumardi, and Nurul Amirah Ishak. "Unveiling the potential mediating role of knowledge sharing in linking job satisfaction and organisational commitment." In Digitalisation and Organisation Design, 78–94. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003163824-7.

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Burlea, Adriana Schiopoiu. "An Approach of the Knowledge Management for the Development of the Organisational Commitment." In Advances in Information Systems Development, 313–23. Boston, MA: Springer US, 2007. http://dx.doi.org/10.1007/978-0-387-70802-7_26.

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Longoni, Annachiara. "Organisational Responsibility and Worker Commitment: The Definition and Implementation of Sustainable Operations Strategies." In Sustainable Operations Strategies, 21–27. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06352-2_3.

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Ferreira, Nadia. "Enhancing Career Wellbeing: The Role of Workplace Friendship, Career Adaptability and Organisational Commitment." In Theory, Research and Dynamics of Career Wellbeing, 197–216. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28180-9_10.

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Conference papers on the topic "Organisational commitment"

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Ahn, M., and H. Jeong. "1ISG-018 Organisational commitment of hospital pharmacists, relating to the supportive organisational environment." In 24th EAHP Congress, 27th–29th March 2019, Barcelona, Spain. British Medical Journal Publishing Group, 2019. http://dx.doi.org/10.1136/ejhpharm-2019-eahpconf.18.

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Ludviga, Iveta, and Irina Sennikova. "Organisational change: generational differences in reaction and commitment." In Business and Management 2016. VGTU Technika, 2016. http://dx.doi.org/10.3846/bm.2016.10.

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Organizational acceptance of change and the willingness to embrace it is largely dependent on employees and their experiences – generations respond to change differently, especially when change is related to information technologies. The paper aims to explore how three major generations of employees – Baby Boomers, Xers and Millennials, react to change and how their commitment to change affect satisfaction and engagement. Data (N = 202) is collected through structured questionnaire and structural equation modelling technique is used for analysis. The results reveal what major differences between generations are in place. Recommendations for managing organisational change across the three generations are provided.
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Marhawati, Besse. "Implication Of Organizational Climate On Strengthening The Organisational Commitment." In 9th International Conference for Science Educators and Teachers (ICSET 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icset-17.2017.166.

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Ahmad, Mohd Hafis, Syuhaida Ismail, Wan Nurul Mardiah Wan Mohd Rani, and Mohammad Hussaini Wahab. "Trust in management, communication and organisational commitment: Factors influencing readiness for change management in organisation." In THE 2ND INTERNATIONAL CONFERENCE ON APPLIED SCIENCE AND TECHNOLOGY 2017 (ICAST’17). AIP Publishing, 2017. http://dx.doi.org/10.1063/1.5005352.

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Diana Lotulung, Mareike Seska, and Bill Glenny Wullur. "Which Components of School Climate Are Best Predictors of Organisational Commitment of Indonesian Teachers?" In International Conference on New Approaches in Education. Global, 2019. http://dx.doi.org/10.33422/icnaeducation.2019.07.400.

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Naong, Tshedi (Mn) Naong. "EXPLORING THE RELATIONSHIP BETWEEN SKILLS DEVELOPMENT TRANSFER AND ORGANISATIONAL COMMITMENT, A CASE OF FREE S." In 25th International Academic Conference, OECD Headquarters, Paris. International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/iac.2016.025.044.

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Retamosa, Marta, Ángel Millán, Juan Antonio García, and María Millán. "Internal branding at university: Do tenure and job security matter?" In Sixth International Conference on Higher Education Advances. Valencia: Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11092.

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Universities, as educational service providers, must pay attention to their employees who are pivotal in delivering and communicating brand promise and service quality to the stakeholders. While branding initiatives most frequently focus on external stakeholders, internal branding efforts establish systems/processes and consequent employees’ behaviour that are consistent with external branding efforts. With a sample of 753 faculty members and researchers from a Spanish public University, the study aims to establish if employee tenure and job security have a significant relationship with employees’ brand commitment and employees’ brand supporting behaviour. An analysis of variance was carried out for testing the hypothesis. Differences were found according to tenure in employees’ brand commitment while job security did not impact significantly on employees’ brand commitment. In addition, a positive and significant relationship were found between employees’ brand supporting behaviour and tenure, but not for job security. For business practitioners, this research state that it is essential for service companies, such as universities, to use differing approaches to employees according to their organisational tenure as an important managerial implication.
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Elizabeth Robberts, Michelle, John Andrew van der Poll, and Klarissa Engelbrecht. "The impact of task-technology fit on the organisational commitment of mobile knowledge workers in South Africa." In SAICSIT '20: Conference of the South African Institute of Computer Scientists and Information Technologists 2020. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3410886.3410897.

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Azarova, Natalia, and E. Makareva. "THE ROLE OF HUMAN CAPITAL IN SOLVING PROBLEMS IN PROMOTING INNOVATIVE DEVELOPMENT OF THE POST-PANDEMIC ECONOMY OF RUSSIA." In GREEN ECONOMY: IFOREST. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/zeif2022_5-9.

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Human capital is the set of skills, knowledge, abilities and attributes embodied in people that are crucial to the ability to absorb and systematise knowledge and to innovate. Research on human capital has traditionally focused on education and learning. Concerns about the motivationally relevant elements of human capital, such as employee job satisfaction, organisational commitment and willingness to change in the workplace (which have been shown to drive innovation), have often been overlooked in economic research and public policy research to date. This problem can be addressed by examining enterprise human resource systems that can improve these elements of human capital.
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Tibballs, Sue, John Dalton, and David Wild. "Corporate Social Responsibility (CSR) and UK Nirex Limited." In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4883.

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In recent years, Nirex has been engaged in a fundamental review of its values, objectives and behaviours. The significant shift to emerge from this review has been a commitment to being a responsible organisation. On both ethical and strategic grounds, Nirex believes it will only have a useful role to play in future radioactive waste management debates if it can show that it is a socially responsive and accountable organisation. Important commitments have already been made, and policies introduced, including a Transparency Policy, and an Environmental Policy. Over the same period, there has been a growing discourse and engagement in the UK with Corporate Social Responsibility (CSR). A wealth of organisations and consultants have emerged offering thought leadership and support in this area, some of whom have approached Nirex offering services. The challenge Nirex faces, however, is to understand what relevance and implications the CSR debate has for its work, and its wider commitment to responsibility. Should Nirex have a CSR strategy and produce a CSR report, or does ‘responsibility’ mean something different to Nirex? What would engaging in CSR mean — is there a danger that being responsible would become a stand-alone activity in the organisation, rather than a ‘mainstreamed’ commitment? If Nirex were to produce a CSR report, who would it be aimed at, and how would it fit alongside other corporate communications? In order to help answer these questions, and to develop a clear position and strategy, Nirex asked the Future Foundation to help facilitate input from consultants and other practitioners who have relevant experience. This paper will describe what was undertaken, the results and some thoughts on what this means for the future.
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Reports on the topic "Organisational commitment"

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Nowa, Mphatso, Natalie Roschnik, Jacqueline Chalemera, Brian Mhango, Callum Northcote, Rashida Bhaji, and Tendai Museka Saidi. Malawi Stories of Change in Nutrition: Lessons on Advocacy. Save the Children, Civil Society Agriculture Network (CISANET), and the Institute of Development Studies, November 2022. http://dx.doi.org/10.19088/ids.2022.080.

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Malawi is one of the most committed countries in Africa to improving nutrition, yet it still has one of the highest rates of malnutrition in the region and is struggling to turn commitments into action at scale. The advocacy component of the Afikepo project strengthened capacity of national and district government and Civil Society Organisation (CSO) representatives to plan, budget and advocate for scaling up nutrition commitments at national and in 10 districts. These actions improved awareness, coordination and commitment to prioritise nutrition across sectors, within government, and CSOs and a wide range of actors at national and district level, which in turn improved governance and accountability. However, these actions did not have a substantial effect on domestic funding allocations, which are still heavily reliant on external donors. This brief summarises lessons learned and recommendations from the various advocacy and capacity building efforts over the past four years.
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Hwa, Yue-Yi, and Lant Pritchett. Teacher Careers in Education Systems That Are Coherent for Learning: Choose and Curate Toward Commitment to Capable and Committed Teachers (5Cs). Research on Improving Systems of Education (RISE), December 2021. http://dx.doi.org/10.35489/bsg-rise-misc_2021/02.

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How can education authorities and organisations develop empowered, highly respected, strongly performance-normed, contextually embedded teaching professionals who cultivate student learning? This challenge is particularly acute in many low- and middle-income education systems that have successfully expanded school enrolment but struggle to help children master even the basics of reading, writing, and arithmetic. In this primer, we synthesise research from a wide range of academic disciplines and country contexts, and we propose a set of principles for guiding the journey toward an empowered, effective teaching profession. We call these principles the 5Cs: choose and curate toward commitment to capable and committed teachers. These principles are rooted in the fact that teachers and their career structures are embedded in multi-level, multi-component systems that interact in complex ways. We also outline five premises for practice, each highlighting an area in which education authorities and organisations can change the typical status quo approach in order to apply the 5Cs and realise the vision of empowered teaching profession.
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Millican, Juliet. Civil Society Learning Journey Briefing Note 3: Methods for Supporting or Countering Informal Social Movements. Institute of Development Studies, October 2022. http://dx.doi.org/10.19088/k4d.2022.153.

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In 2018 key concerns included shrinking civic space and the impact of this on democracy. Developments between the two periods, particularly the COVID-19 pandemic, the Black Lives Matter and decolonisation movements, have only increased emphasis on commitments made as part of the Grand Bargain to localise and decolonise. This invariably means working more frequently with local partners and civil society organisations in the delivery of international aid to advance Open Society and Human Rights agendas. These three briefing notes summarise key considerations emerging from the ‘Working with Civil Society’ Learning Journey facilitated for the Foreign, Commonwealth and Development Office (FCDO) as part of the Knowledge, Evidence and Learning for Development (K4D) Programme.
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Millican, Juliet. Civil Society Learning Journey Briefing Note 2: Evaluating Efficacy When Funding CSOs Promoting Democracy and Open Societies. Institute of Development Studies, October 2022. http://dx.doi.org/10.19088/k4d.2022.152.

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In 2018 key concerns included shrinking civic space and the impact of this on democracy. Developments between the two periods, particularly the COVID-19 pandemic, the Black Lives Matter and decolonisation movements, have only increased emphasis on commitments made as part of the Grand Bargain to localise and decolonise. This invariably means working more frequently with local partners and civil society organisations in the delivery of international aid to advance Open Society and Human Rights agendas. These three briefing notes summarise key considerations emerging from the ‘Working with Civil Society’ Learning Journey facilitated for the Foreign, Commonwealth and Development Office (FCDO) as part of the Knowledge, Evidence and Learning for Development (K4D) Programme.
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Millican, Juliet. Civil Society Learning Journey Briefing Note 1: What are the Strengths and Weaknesses of INGOs Delivering Development Outcomes? Institute of Development Studies, October 2022. http://dx.doi.org/10.19088/k4d.2022.151.

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In 2018 key concerns included shrinking civic space and the impact of this on democracy. Developments between the two periods, particularly the COVID-19 pandemic, the Black Lives Matter and decolonisation movements, have only increased emphasis on commitments made as part of the Grand Bargain to localise and decolonise. This invariably means working more frequently with local partners and civil society organisations in the delivery of international aid to advance Open Society and Human Rights agendas. These three briefing notes summarise key considerations emerging from the ‘Working with Civil Society’ Learning Journey facilitated for the Foreign, Commonwealth and Development Office (FCDO) as part of the Knowledge, Evidence and Learning for Development (K4D) Programme.
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Arif, Sirojuddin, Risa Wardatun Nihayah, Niken Rarasati, Shintia Revina, and Syaikhu Usman. Of Power and Learning: DistrictHeads, Bureaucracy, and EducationPolicies in Indonesia’s Decentralised Political System. Research on Improving Systems of Education (RISE), September 2022. http://dx.doi.org/10.35489/bsg-rise-wp_2022/111.

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This paper examines the politics of education policies in a decentralised political system. Under what conditions does decentralisation promote learning-enhancing policies? Despite the numerous works that have been written on decentralisation and education, little is known about how politics influenced local education policies. To address this problem, this paper looks at the linkages between local politics, bureaucratic capacity, and the development of learning-enhancing policies in Indonesia’s decentralised political system. More specifically, it assesses how regional variation in the discretionary power of district heads over employment decisions in the state bureaucracy explains the variation in local education policies in four districts in Indonesia. The primary data were collected through in-depth interviews with political leaders, bureaucrats, district education councils, school principals, teachers, teacher organisations, parents, non-government and community-based organisations, journalists, academicians, and other relevant informants. Using Mill’s method of difference, the comparative analysis presented in this paper demonstrates that institutional constraints on the discretionary power of the district head over employment decisions in the state bureaucracy do matter for the development of learning-enhancing policies. Such constraints can pave the way for the development of the bureaucratic capacity required for governments to pursue learning-enhancing policies. Absent constraints on the discretionary power of district heads over employment decisions in the state bureaucracy, the extent to which districts implement learning-enhancing policies will depend on district heads’ commitment to student learning.
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Noack, Anika. Knowledge and Technology Transfer under Digital Conditions: Transfer Intermediaries in Eastern Germany and the Role of Digital Means, Trust and Face-to-Face Interactions. Technische Hochschule Wildau, 2022. http://dx.doi.org/10.15771/innohub_4.

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Even before the corona pandemic broke out in 2020, the role of digitalisation became more and more apparent within Knowledge and Technology Transfer (KTT) processes. Since the pandemic,intermediary organisations that bridge the distance between academia and the world of business to pave the way for successful university-industry linkages have not primarily been able to build on face-to-face-encounters to create those relations. Based on an ongoing research project, this paper examines how digitally mediated communications potentially enhance or limit knowledge and technology transfer that is primarily based on face-to-face interactions.On the one hand, the use of digitally mediated communications seem to foster the spatial expansion of networks, save travel times and costs and foster a special form of social inclusion. University-industry-relations, on the other hand,still rely on a positive evaluation of face-to-face contacts and geographical proximity for trust to develop between heterogeneous partners. Here, actors with bridging functions like transfer scouts are vital in enabling a regular communicative exchange to create commitment, social cohesion and cooperation in digital contexts. Although the relevance of digitalised transfer processes has been increasing over time, an important set of activities, involving face-to-face contacts and co-location, currently still plays a major role for transfer intermediaries in university-industry-relations.
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Ben, Jehonathan, Amanuel Elias, Rachel Sharples, Kevin Dunn, Craig McGarty, Mandy Truong, Fethi Mansouri, Nida Denson, Jessica Walton, and Yin Paradies. Identifying and filling racism data gaps in Victoria: A stocktake review. Centre for Resilient and Inclusive Societies, June 2022. http://dx.doi.org/10.56311/mqvn2911.

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Despite Australia’s and Victoria’s stated commitment to promoting multiculturalism and equality, and to eradicating racism, our knowledge about the nature, extent and impact of different forms of racism on diverse populations is not as well-developed as it should be. Stakeholders addressing racism increasingly recognise that anti-racism initiatives must rely on robust scholarly evidence and high-quality data. Yet existing data have serious limitations. We report on a stocktake review of racism data collected nationally in Australia and with a specific focus on Victoria. We provide a comprehensive overview, summary and synthesis of quantitative data on racism, identify gaps in racism data collection, analysis and uses, and make recommendations on bridging those data gaps and informing anti-racism action and policy. Overall, the review examines data collected by 42 survey-based, quantitative studies, discussed in over 120 publications and study materials, and 13 ongoing data collection initiatives, platforms and projects. Based on the review, we identified eight gaps to racism data collection and analysis and to collection methodologies. We recommend four interconnected ways to fill racism data gaps for anti-racism researchers, organisations and policymakers: 1) Further analyse existing data to address critical questions about racism; 2) Collect and analyse additional data; 3) Enhance data availability and integration; and 4) Improve policies that relate to the collection, analysis, reporting and overall management of racism data.
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Cabrita, Maria Teresa, Ana David, and Gonçalo Vieira. Portuguese Polar Program Annual Report 2020. Centro de Estudos Geográficos, Universidade de Lisboa, 2021. http://dx.doi.org/10.33787/ceg20210001.

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The Portuguese Polar Program - PROPOLAR is funded by the Fundação para a Ciência e a Tecnologia ( based at Instituto de Geografia e Ordenamento do Território ( of the University of Lisbon ( The coordination of PROPOLAR is led by the Centro de Estudos Geográficos from Instituto de Geografia e Ordenamento do Território University of Lisbon (CEG/IGOT ULISBOA), under a Coordinating Committee that includes members from 4 other research centres, namely the Centro de Ciências do Mar University of Algarve (CCMAR UALG), the Centro de Ciências do Mar e do Ambiente University of Coimbra (MARE UC), the Centro de Química Estrutural from Instituto Superior Técnico University of Lisboa (CQE/IST ULISBOA), and the Centro Interdisciplinar de Investigação Marinha e Ambiental University of Oporto (CIIMAR U PORTO) Gonçalo Vieira (CEG/IGOT ULISBOA) is the Head of the program The remarkable effort and commitment of the Portuguese Polar scientists, within the framework of the International Polar Year ( 2007 08 were key to promote awareness of the importance of Polar science and research for Portugal A strategic plan encompassing three main objectives was then set out to i creating a Portuguese Polar Program focused on polar research and innovation and supporting the young generation of Polar scientists,scientists,( signing the Antarctic Treaty, and ( implementing a national Polar education and outreach program With the support of the FCT, PROPOLAR started in 2007 Portugal ratified the Antarctic Treaty in 2010 and the Madrid Protocol in 2014 and has established liaisons with major international Polar scientific and management organisations and networks PROPOLAR in close connection with the FCT, has ensured consolidation and sustainability of the development of Portuguese Polar science
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Lunsgaarde, Erik, Kevin Adams, Kendra Dupuy, Adis Dzebo, Mikkel Funder, Adam Fejerskov, Zoha Shawoo, and Jakob Skovgaard. The politics of climate finance coordination. Stockholm Environment Institute, October 2021. http://dx.doi.org/10.51414/sei2021.022.

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As COP26 approaches, governments are facing calls to increase the ambition of their climate commitments under the Paris Agreement. The mobilization of climate finance will be key to meeting these goals, prompting the need for renewed attention on how to enhance the coordination of existing funds and thus increase their effectiveness, efficiency and equity. The climate finance landscape is fragmented due to the variety of actors involved at different levels. Coordination difficulties emerge in multiple arenas and reflect the diversity of funding sources, implementation channels, and sectors relevant for climate action (Lundsgaarde, Dupuy and Persson, 2018). The Organisation for Economic Cooperation and Development has identified over 90 climate-specific funds. Most of them are multilateral. While bilateral climate finance remains significant, growth in multilateral funding has been the main driver of recent funding increases and remains a focus of international negotiations. Practitioners often highlight organizational resource constraints – such as staffing levels, the continuity of personnel, or the availability of adequate information management systems – as factors limiting coordination. In this brief, we argue that improving climate finance coordination requires considering coordination challenges in a political context where both fund secretariats and external stakeholders play an important role in shaping collaboration prospects. To illustrate this point, we highlight the political nature of global-level coordination challenges between the multilateral Climate Investment Funds (CIF) and Green Climate Fund (GCF), as well as national-level challenges in Kenya and Zambia. Key challenges influencing coordination relate to the governance of climate funds, domestic bureaucratic politics in recipient countries, and the existence of multiple coordination frameworks at the country level.
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