This study aims to understand organisational commitment and its development, using the empirical case of RENOVA, a highly innovative firm based in Portugal, founded in 1939 and now present in over 70 countries with its paper and tissue products (is the leading brand in Portugal), and has a strongly committed and stable workforce. Using qualitative primary data, from the interviews with its employees, to which this research had access exclusively, organisational commitment is understood using a broad perspective, including all the elements possible. This study will contribute to the academic debate by suggesting new and original material about the antecedents of organisational commitment and lastly attempting a new multidimensional conceptualization of organisational commitment. The antecedents of organisational commitment, which were observed by previous studies are extremely diversified, but most of those works arguably have a narrow focus, while there is a scarcity of holistic approaches. This research deviates from such narrow perspectives by observing organisational commitment through a broad perspective. The thesis suggests the most important factors that impact the development of organisational commitment in this company. The best examples are work experiences (such as the socialization of newcomers, perceived support, and autonomy), and organisational characteristics (such as the cultural and situational fit, meaningfulness, or value congruence). Secondly, previously identified antecedents were not found in the case study (such as corporate social responsibility or formal human resource management high-commitment strategy). Thirdly, some findings offer some contradiction with previous works, as is the case relating to specific interactions and relationships. During the research process, an additional opportunity for academic contribution emerged, and was achieved, for using the primary data to draw up a proposal for organisational commitment conceptualization. In conclusion, this study is innovative both for the method employed, i.e., conducting open interviews to capture broad information, as opposed to a narrow focus, and for the theoretical proposals: discovery of antecedents (e.g., fluid job descriptions); absence of expected antecedents (e.g., human resource management strategy, expressive relationships); confirmation of known antecedents (e.g., socialization of newcomers, perceived organisational support, and leadership performance).