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In an organizational team, the climate of the cooperative organization is very important to team success. The organizational commitment is the basis for the establishment of the team. However, team cohesion and organizational commitment play a certain role in it. This study uses the innovative project teams of a listed companies as its research object, and discusses how organizational commitment and team cohesion affect the team's cooperative climate. The results show that organizational commitment and team cohesion have a positive impact on the formation of a highly-cooperative climate. Keywords—organizational; commitment; team; cohesion; cooperative organizational climate The strength of the organization lies in the joint effort. In some key areas and when major breakthroughs are to be made, the team's full cooperation is the key to success. Rycroft & Kash believes that collaborative team organization climate must be established in the current organizational system, such as education and training programs, work team design and information technology and other policies, in order to effectively promote the willingness of employees and promote high cohesion. Col & Pmith proposes that organizational commitment can influence the behavior of knowledge sharing among employees and thus promote the exchange and integration of knowledge. I. CONCEPTS AND DEFINITIONS A. Organizational Commitments The concept organizational commitment has grown in popularity in the literature on industrial and organizational psychology [5]. Early studies on organizational commitment viewed the concept as a single dimension, based on an attitudinal perspective, embracing identification, involvement and loyalty [15]. Organizational commitment is “a state in which an employee identifies with a particular organization and its goals, and wishes to maintain membership in the organization”. Organizational commitment is therefore, the degree in which an employee is willing to maintain membership due to interest and association with the organization’s goals and values. Organizational members, who are committed to an organization on an affective basis, continue working for the organization because they want to [14]. Members who are committed on an affective level stay with the organization because they view their personal employment relationship as congruent to the goals and values of the organization. Meyer and Allen further state that “employees whose primary link to the organization is based on continuance commitment remain because they need to do so” [14]. This indicates the difference between continuance and affective commitment. The latter entails that individuals’ stay in the organization because they want to. Continuance commitment can be regarded as an instrumental attachment to the organization, where the individual's association with the organization is based on an assessment of economic benefits gained. Organizational members develop commitment to an organization because of the positive extrinsic rewards obtained through the effort-bargain without identifying with the organizational goals and values. Flynn believes that the organization is committed to the long-term development and continuous contribution of team members. Through continuous investment in the organization, it forms a good climate of cooperative organization [9]. Its characteristics include selective recruitment, development assessment, competitiveness and fairness. Sexual compensation, comprehensive training and developmental activities [18]. Based on the above studies, the organizational commitment emphasizes the interaction between the two parties and the longer-term exchange relationship. The organizational commitment has a positive impact on the company's performance. In addition, Col & Pmith confirmed that human resource management practices based on organizational commitments will affect the knowledge sharing behavior of employees [7]. Therefore, this study will adopt the approach of questionnaire, which is divided into three aspects: motivation, training and development in three parts.

The Formation of Highly-Cooperative Organizational Climate Considering Impacts of Organizational Commitment and Team Cohesion