Organizational commitment has been recognized as a multiple foci phenomenon with two of the more important foci being the work team and the organization as a whole. That organizational and team commitment can vary differentially has been established. However, research has not attempted to determine the antecedents that may cause them to do so. At the same time, a number of constructs that have been explored as antecedents of organizational commitment have also been recognized as having particular salience in a self-directed work team environment. The purpose of this research is to test a model in which it has been hypothesized that certain antecedents will have differential effects on organizational commitment and team commitment. The model was developed employing constructs that are antecedents of commitment in the workplace and are of particular importance in a self-directed work team environment. All but one of the hypotheses were supported indicating that factors that are important in a self-directed work team environment have differential effects on organizational and team commitment. The results are discussed in terms of both theory and praxis. Implications for practicing managers and future research are presented along with the limitations of the study. / Ph. D.