| Abstract [eng] |
The competitive advantage of contemporary organisations has become increasingly dependent on employees’ organisational commitment. The belief that committed employees work more efficiently and, what is more, tend not to change jobs often and to avoid non-productive behaviour models has prevailed in the organisational research and business practice. Therefore, organisations have been making major efforts to develop and support various strategies for enhancement of employees’ commitment (Morrow, 2011). Globalised labour market, intensive penetration of technologies into labour environments and internal organisational processes, changing forms of work and moving to digital space have been influencing organisational structures and have resulted in establishment of organisations “without borders“. Contemporary organisations have started functioning as virtual community networks, which also retain their common physical space for meetings and (or) workplaces. Shifting concepts of “place” and “space” and modes of employees’ communication, the structure of employees’ commitment is undergoing changes as well. Therefore, a relevant question arises: to what extend geographically dispersed employees, who mainly communicate in the virtual space and meet each other occasionally in a physical space of organisation, are committed to their organisation, project team and work? In such a dynamic context, employees’ commitment has become one of the most relevant problems in human resources management. |
