Few phenomena are as prevalent, common, and yet elusive as hope. In times of uncertainty, social threat, or personal challenges, hope emerges as a fundamental psychological mechanism driving motivation and intention. This dissertation examines how hope influences decision-making, intentions, and actions in the workplace by presenting a conceptual hope framework and four empirical studies that elaborate on the central assumptions: 1) hope can have both activating and deactivating effects on behavior under uncertainty, and 2) hope is a multidimensional construct, comprising internal and external dimensions, each with distinct effects on professional intentions and behaviors. The empirical findings support these assumptions, showing that hope can drive both active and passive goal-directed actions based on outcome uncertainty, especially ambiguity. The studies further support hope’s multidimensionality and its impact on career motives and turnover intentions. Specifically, internal and external hope dimensions shape different career motives, forming distinct hope-job-profiles. Furthermore, hope reveals a dual role: it enhances job satisfaction but can also foster turnover in unsatisfying work environments. This dissertation provides valuable insights into hope as an influential force in organizational behavior. It argues for a multidimensional hope conceptualization and its nuanced role as a decision-theoretical construct under uncertainty, setting hope apart from related constructs like optimism or risk preference. The thesis addresses researchers, educators, and students in business psychology, positive psychology, HR management, and decision theory. It also offers practical insights for professionals on hope’s impact on career planning and workplace behavior.