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This work investigated Organizational Commitment based on the three component model – affective, normative\udand continuance – introduced by Meyer and Allen (1991) and two constructs – Organizational Entrenchment and\udConsent. The objective was analysis of the meaning attributed by managers to three links, exploring their distinct\udelements. The research was carried out through the use of qualitative analysis of interviews with 20 managers. The\udinterview script investigated personal data and the concepts attributed to each link. Data was submitted to content\udanalysis. Results highlighted that managers have very different conceptual structures for the three constructs.\udCommitment was considered a positive tie, indicating engagement and motivation. In a different way,\udentrenchment was related to fear of changing organizations, in that changing jobs risks existing stability.\udEntrenchment turned out to be an instrumental tie that imprisons the subject and leads to development of a\udrelationship of dependency and accommodation. Consent fit better into the idea of submission to power and\udauthority relationships, and being unsatisfied with work and the organization. In conclusion, the three links are\uddifferent in conceptual terms and indicate distinctive influence on relationships between individuals and\udorganizations

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