Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32019
Knowledge Management Factors Affecting the Level of Commitment

Authors: Abbas Keramati, Abtin Boostani, Mohammad Jamal Sadeghi


This paper examines the influence of knowledge management factors on organizational commitment for employees in the oil and gas drilling industry of Iran. We determine what knowledge factors have the greatest impact on the personnel loyalty and commitment to the organization using collected data from a survey of over 300 full-time personnel working in three large companies active in oil and gas drilling industry of Iran. To specify the effect of knowledge factors in the organizational commitment of the personnel in the studied organizations, the Principal Component Analysis (PCA) is used. Findings of our study show that the factors such as knowledge and expertise, in-service training, the knowledge value and the application of individuals’ knowledge in the organization as the factor “learning and perception of personnel from the value of knowledge within the organization” has the greatest impact on the organizational commitment. After this factor, “existence of knowledge and knowledge sharing environment in the organization”; “existence of potential knowledge exchanging in the organization”; and “organizational knowledge level” factors have the most impact on the organizational commitment of personnel, respectively.

Keywords: Knowledge management, organizational commitment, loyalty, drilling industry, principle component analysis.

Digital Object Identifier (DOI):

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 704


[1] Porter, L., Steers, R., Mowday, R. T., & Boulian, P. V. (1974). Organizational commitment, job satisfaction, and turnover among psychiatric technicians. Journal of Applied Psychology, 59, 603–609.
[2] Mowday, R., Porter, L., & Steers, R. (1982). Employee-organization linkages: The psychology of commitment, absenteeism, and turnover. New York: Academic Press.
[3] Lambert, E., Barton, S., & Hogan, N. (1999). The missing link between job satisfaction and correctional staff behavior: The issue of organizational commitment. American Journal of Criminal Justice, 24, 95−116.
[4] Meyer, J., & Allen, N. (1997). Commitment in the workplace: Theory, research and application. Thousand Oaks, CA: Sage.
[5] Griffin, M., & Hepburn, J. (2005). Side-bets and reciprocity as determinants of organizational commitment among correctional officers. Journal of Criminal Justice, 33, 611−625.
[6] Grusky, O. (1996). Career mobility and organizational commitment. Administrative Science Quarterly, 10, 488–503.
[7] Kim, S. W., Price, J. L., Mueller, C. W., & Watson, T. W. (1996). The determinants of career intent among physicians at a U.S. Air Force hospital. Human Relations, 49, 947–976.
[8] Hall, D. T., Schneider, B., & Nygren, H. T. (1970). Personal factors in organizational identification. Administrative Science Quarterly, 15, 176–190.
[9] Romzek, B. S. (1989). Personal consequences of employee commitment. Academy of Management Journal, 32, 649–661.
[10] Sheldon, M. E. (1971). Investments and involvements as mechanisms producing commitment to the organization. Administrative Science Quarterly, 16, 142–150.
[11] Balaji, C. (1992). As organizational commitment decomposes: Issues in measuring multiple organizational commitments. Indian Journal of Industrial Relations, 28, 155–160.
[12] Mowday, R. T., Steers, R., & Porter, L. (1979). The measurement of organizational commitment.Journal of Vocational Behavior, 14, 224–227.
[13] Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.
[14] Jaros, S. J. (1997). An assessment of Meyer and Allen’s three-component model of organizational commitment and turnover intentions. Journal of Vocational Behavior, 51, 319–337.
[15] Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three component conceptualization. Journal of Applied Psychology, 78, 538–551.
[16] Sommers, M. (1995). Organizational commitment, turnover, and absenteeism: An examination of direction and interaction effects. Journal of Organizational Behavior, 16, 49–58.
[17] Whitener, E., & Walz, P. (1993). Exchange theory determinants of affective and continuance commitment and turnover. Journal of Vocational Behavior, 42, 265–282.
[18] Hackett, R. D., Bycio, P., & Hausdorf, P. A. (1994). Further assessment of Meyer and Allen’s (1991) three-component model of organizational commitment. Journal of Applied Psychology, 79, 15-23.
[19] Bashaw, E. R., & Grant, S. E. (1994). Exploring the distinctive nature of work commitments: Their relationships with personal characteristics, job performance, and propensity to leave. Journal of Personal Selling and Sales Management, 14, 41-56.
[20] Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business Review, 63,77-84.
[21] Shore, L. M., Barksdale, K., & Shore, T. H. (1995). Managerial perceptions of employee commitment to the organization. Academy of Management Journal, 38, 1593-1615.
[22] Pittinsky, T. L., & Shih, M. J. (2004). Knowledge nomads organizational commitment and worker mobility in positive perspective. American Behavioral Scientist, 47(6), 791-807.
[23] Cooper-Hakim, A., & Viswesvaran, C. (2005). The construct of work commitment: testing an integrative framework. Psychological bulletin, 131(2), 241.
[24] Payne, S. C., & Huffman, A. H. (2005). A longitudinal examination of the influence of mentoring on organizational commitment and turnover. Academy of Management Journal, 48(1), 158-168.
[25] Benson, J., & Brown, M. (2007). Knowledge workers: what keeps them committed; what turns them away. Work, Employment & Society, 21(1), 121-141.
[26] May, T. Y. M., Korczynski, M., & Frenkel, S. J. (2002). Organizational and Occupational Commitment: Knowledge Workers in Large Corporations*. Journal of management Studies, 39(6), 775-801.
[27] Egan, T. M., Yang, B., & Bartlett, K. R. (2004). The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention. Human resource development quarterly, 15(3), 279-301.
[28] Ng, T. W., Butts, M. M., Vandenberg, R. J., De Joy, D. M., & Wilson, M. G. (2006). Effects of management communication, opportunity for learning, and work schedule flexibility on organizational commitment. Journal of Vocational Behavior, 68(3), 474-489.
[29] Joo, B. K., & Shim, J. H. (2010). Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture. Human Resource Development International, 13(4), 425-441.