Committed engagement – a mediator between organizational culture and organizational performance [Articol]

Abstract

Purpose of the article: The article analyzes the role of assumed commitment as a key link between organizational culture and organizational performance. It explores how shared values, norms, and practices become effective only when employees internalize them consciously and act with genuine involvement. Assumed commitment represents voluntary and responsible engagement with the organization’s mission, transforming formal compliance into authentic behavior that enhances motivation, cooperation, and loyalty. Methodology: The research is based on qualitative analysis, including a review of specialized literature on organizational culture, employee commitment, and performance. Comparative examination of organizational models was used to identify how commitment mediates the relationship between cultural values and performance outcomes, integrating both conceptual and practical perspectives. Conclusions: The results show that assumed commitment serves as an active mediator between culture and performance, converting shared values into measurable results. Strengthening performance requires fostering trust, participation, and alignment between individual motivation and organizational goals. Originality: The originality lies in defining assumed commitment as a dynamic mediating factor that connects culture and performance, offering a new interpretative perspective for understanding how authentic employee engagement drives organizational success.