The mission for faculty in university and college settings is generally three-part and encompasses teaching, research, and service. Nurse faculty have struggled to balance work and understand the changing views of scholarship. A number of factors affect faculty commitment to the academic organization, and can influence behavior and attitude in the workplace. No research was found that explored the effect of organizational climate, role ambiguity, role conflict, and nurse faculty work role balance on faculty organizational commitment and turnover intention. The purpose of this study was to examine how organizational commitment and turnover intention are influenced by organizational climate, role ambiguity, role conflict and nurse faculty work role balance in departments/colleges of nursing in Carnegie Doctoral/Research Universities – Extensive, public and private, not-for-profit institutions. The research was based on Meyer and Allen’s Multidimensional Model of Organizational Commitment (Allen & Meyer, 1990). The sample was comprised of full-time tenure track, doctorally prepared nurse faculty. Forty-five schools of nursing and 316 full-time tenure track, doctorally prepared nurse faculty participated in the study. This non-experimental descriptive correlational study was conducted using an e-mailed approach. Zoomerang ™, a survey software package, was used for confidential and secure electronic data collection. Pearson correlation, analysis of variance, and logistical regression were computed to analyze the relationships and evaluate the predictive quality of organizational climate, nurse faculty work role balance, role ambiguity, role conflict, and organizational commitment on turnover intention. Path analysis was completed to test the fit of the correlation matrix against the causal model. Role ambiguity and role conflict scores were affected by low, moderate, and high levels of the research, teaching, and service components of work role balance. Significant negative relationships (p ≤ .05) were reported for role ambiguity, role conflict, and the organizational climate subscales of consideration, intimacy, and production emphasis. Positive significant relationships (p ≤ .05) were found between role ambiguity, role conflict and the organizational subscale of disengagement. Role ambiguity and role conflict were also significantly (p ≤ .05) negatively correlated with affective, continuance, and normative organizational commitment. Organizational climate subscales of consideration, intimacy, and production emphasis were positively related to affective, continuance, and normative organizational commitment (p ≤ .05) and negatively related to turnover intention. Organizational climate subscale disengagement was positively related to turnover intention (p ≤ .05). Nurse faculty intention to leave the job was predicted by role ambiguity; affective, continuance, and normative organizational commitment; and the organizational climate subscales of intimacy and disengagement. Findings indicate that work role balance does not influence the organizational commitment of nurse faculty at Carnegie Doctoral/Research Universities – Extensive, but that role ambiguity, role conflict, and organizational climate are related to all dimensions of organizational commitment and turnover intention. The results of this study reveal that many nurse faculty are experiencing role ambiguity, role conflict, and disengagement from their organization, which can lead to a decrease in organizational commitment and an increase in turnover intention, particularly for younger nurse faculty. These findings have implications for the recruitment and retention of nurse faculty. Efforts should be made by university deans and nurse faculty to match institutional and individual goals, and open discussions should take place between administrators and faculty about role expectations, criteria for tenure and promotion, and other institutional rewards.