Commitment is not enough: how and when occupational commitment influence employees' organizational turnover intention

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.