Research on organizational commitment has generally ignored the role that social networks may play in shaping work-related attitudes. In this article, we explore two network-based mechanisms: (a) structural position effects, based on centrality, and (b) social influence, based on direct social contact with peers. Relying on network, survey, and administrative data for more than 400 employees in 21 different organizations, our findings suggest that both structural position and social influence are associated with organizational commitment. These findings have important implications for how public organizations structure work teams, hire and promote employees, and engage in reform efforts.