Integrating Organizational Resources, Work Values, and Meaningful Work To Explain Organizational Commitment: A Systematic Literature Review and Research Agenda

Abstract

Organizational commitment remains a central topic in organizational behavior research because of its significant implications for employee retention, organizational effectiveness, and long-term sustainability. Although extensive research has examined organizational commitment from various perspectives, limited attention has been devoted to integrating work values, perceived organizational support, meaningful work, and organizational commitment within a single conceptual framework. This study systematically reviews the existing literature to map research developments, synthesize empirical findings, identify knowledge gaps, and propose directions for future research. Following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, articles were retrieved from the Scopus database. An initial search identified 257 records, which were screened using predefined inclusion and exclusion criteria, resulting in 33 eligible studies for analysis. A thematic content analysis and narrative synthesis were employed to examine publication trends, research contexts, methodological characteristics, and relationships among the four constructs. The review indicates that perceived organizational support has consistently emerged as the most influential organizational antecedent of organizational commitment, whereas work values remain comparatively underexplored and are frequently examined through the perspective of person–organization value fit. Meaningful work has increasingly been recognized as an important psychological mechanism associated with organizational commitment; however, empirical studies integrating all four constructs remain scarce. Furthermore, existing evidence is dominated by studies conducted in education, healthcare, business, and service organizations, with relatively limited attention devoted to policing organizations and multigenerational workforces. These findings highlight important theoretical, methodological, and contextual gaps while providing an evidence-based framework to guide future organizational behavior research.