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Jung, Yuhee, and Norihiko Takeuchi. "Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes." Personnel Review 48, no. 2 (March 4, 2019): 306–23. http://dx.doi.org/10.1108/pr-06-2017-0174.
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Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.
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Lonkila, M. "Informal Exchange Relations in Post-Soviet Russia: A Comparative Perspective." Sociological Research Online 2, no. 2 (June 1997): 71–90. http://dx.doi.org/10.5153/sro.94.
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In this article I compare the informal exchange of favours, goods and information in St. Petersburg and Helsinki. The study is part of a larger international comparative research project coordinated by the Ecole des Hautes Etudes en Sciences Sociales, Paris. This text is based on data collected in the two cities during 1993 - 94: Forty secondary school teachers in St. Petersburg and thirty-eight in Helsinki kept a diary of their important social relations for two weeks. Each evening during this period they recorded their significant social encounters of the day in structured questionnaires; eg. whom they met and what they did or discussed together. After the two weeks, they added to the diaries persons whom they had not encountered during the study period but whom they nevertheless considered as significant for their social life. In addition, a complementary theme interview concentrating on their life course was carried out. Clear differences were found between the informal exchange practices of Russian and Finnish respondents. Compared to their Finnish colleagues, Russian teachers exchanged more favours, goods and important information. Moreover, the content of the informal exchange in St. Petersburg was both of a different nature and more diverse than in Helsinki; cases abounded of Russian respondents having to use their relatives, friends, colleagues or acquaintances in order to obtain informally products or different kinds of services (eg. medical care). Similarly, half of the Russian respondents reported blat exchanges - a particular Soviet/post-Soviet phenomenon of arranging things through informal connections, and a practice not found in the Finnish data. The informal exchanges reported in the St. Petersburg data were more often carried out with colleagues or other work-mediated relations, thereby stressing the importance of the Russian workplace as a social milieu. In the Russian data the informal exchange relations also involved more examples of informal exchange mediated by a third person, whereas in Helsinki the relations were more of a dyadic nature. The results support the view proposed by previous research according to which informal exchange and patterns of behavior inherited from the socialist era still continue to influence the transition society. The continuing lack of trust in official institutions and social services was compensated for by our Russian respondents with the use of their personal relations. The trust necessary for informal exchanges to take place was guaranteed either through the use of brokers or a common social context, particularly the workplace. The resulting forms of social life can be characterized as personalized (since abstract and therefore replacable relations were turned into personal and unique ones) and mediated (since the brokers were often used). Though changing in forms and functions, the networks of personal relations still continue to play a significant role in the life of post-Soviet citizens.
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Mikal, Jude P., Stuart W. Grande, and Michael J. Beckstrand. "Codifying Online Social Support for Breast Cancer Patients: Retrospective Qualitative Assessment." Journal of Medical Internet Research 21, no. 10 (October 24, 2019): e12880. http://dx.doi.org/10.2196/12880.
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Background Social media has emerged as the epicenter for exchanging health-related information, resources, and emotional support. However, despite recognized benefits of social media for advancing health-promoting support exchange, researchers have struggled to differentiate between the different ways social support occurs and is expressed through social media. Objective The objective of this study was to develop a fuller understanding of social support exchange by examining the ways in which breast cancer patients discuss their health needs and reach out for support on Facebook and to develop a coding schema that can be useful to other social media researchers. Methods We conducted a retrospective qualitative assessment of text-based social support exchanges through Facebook among 30 breast cancer survivors. Facebook wall data were systematically scraped, organized, coded, and characterized by whether and which types of support were exchanged. Research questions focused on how often participants posted related to cancer, how often cancer patients reached out for support, and the relative frequency of informational, instrumental, or socioemotional support requests broadcast by patients on the site. Results A novel ground-up coding schema applied to unwieldy Facebook data successfully identified social support exchange in two critical transitions in cancer treatment: diagnosis and transition off cancer therapy. Explanatory coding, design, and analysis processes led to a novel coding schema informed by 100,000 lines of data, an a priori literature review, and observed online social support exchanges. A final coding schema permits a compelling analysis of support exchange as a type of peer community, where members act proactively to buffer stress effects associated with negative health experiences. The coding schema framed operational definitions of what support meant and the forms each type of support could take in social media spaces. Conclusions Given the importance of social media in social interaction, support exchange, and health promotion, our findings provide insight and clarity for researchers into the different forms informational, resource, and emotional support may take in Web-based social environments. Findings support broader continuity for evaluating computer-mediated support exchange.
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Peters, Richard, and Cary A. Caro. "Promoting Cooperation Between Corporate Social Responsibility And Inter-Organizational Relationships." Journal of Business & Economics Research (JBER) 11, no. 10 (September 30, 2013): 417. http://dx.doi.org/10.19030/jber.v11i10.8114.
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<p>Although the fields of Corporate Social Responsibility (CSR) and Relationship Exchange have both significantly developed over the last quarter century, their content and concepts have largely remained independent. This study seeks to integrate the two streams of research by proposing an antecedent role for CSR with respect to stimulating collaborative agreements between firms and suppliers. Here we investigate the relationship between CSR and relationship exchange through a mediated model, which includes three specific factors: trust, reputation and network resources. We propose that it is through these factors that CSR influences the willingness of both partners to initiate collaborative, long-term exchanges.</p>
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Raja, Babar Masood. "The Thin Line Within: Exploring the Interplay of Organizational Citizenship Behavior, Social Exchange, and Unethical Pro-Organizational Behavior." Review of Applied Management and Social Sciences 6, no. 3 (September 30, 2023): 597–618. http://dx.doi.org/10.47067/ramss.v6i3.334.
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The existing body of research on “organizational citizenship behavior” (OCB) predominantly emphasizes its positive outcomes. However, individuals who actively engage in organization-oriented OCB to support the organization's effectiveness may occasionally exhibit “unethical pro-organizational behavior” (UPB) based on strong organizational identification and positive social exchanges. Drawing upon “Social Identity Theory” (SIT) and “Social Exchange Theory” (SET), this study presents a mediated model to deepen our understanding of UPB as a potential negative consequence of OCB, mediated by social exchange (SE). Survey data was collected from 303 managerial-level workforces employed in the Banking Sector of Pakistan. The empirical analysis provides robust evidence supporting the direct link between OCB and UPB, as well as the mediating role of SE between OCB and UPB. Both theoretical as well as managerial implications are comprehensively deliberated in the end.
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Hutahayan, Benny. "Work: covenant, social support and their impacts on multiple performance outcomes." International Journal of Organizational Analysis 28, no. 2 (November 21, 2019): 417–33. http://dx.doi.org/10.1108/ijoa-06-2019-1811.
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Purpose Applying social exchange and job demands resources theories, this study aims to proposes a research model in which work engagement (WE) mediates the influence of work social support on job satisfaction (JS), in-role performance (IRP) and creative performance (CP). Design/methodology/approach Data were collected from cabin attendants via three surveys two weeks apart and their pursers. The aforesaid relationships were assessed through structural equation modeling. Findings In general, there is support for the preponderance of hypotheses. Specifically, WE completely mediate the impact of coworker support on JS and IRP, whereas the impact of supervisor support on CP is completely mediated by WE. WE partly mediate the effect of coworker support on CP. Further, the effect of supervisor support on JS and IRP is partly mediated by WE. Originality/value The study extends and contributes to the current service research by assessing the impact of WE simultaneously on three performance outcomes. And it adds to current knowledge by investigating the mediating mechanism linking work social support to the attitudinal and behavioral outcomes. It also controls the threat of common method variance with at least two procedural remedies, which have been rarely used in the current service research.
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Matschke, Christina. "The Impact of Social Support on Social Identity Development and Well-Being in International Exchange Students." Journal of Cross-Cultural Psychology 53, no. 10 (September 26, 2022): 1307–34. http://dx.doi.org/10.1177/00220221221118387.
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International exchanges have become increasingly common. Although it is an explicit goal of exchange programs that exchange students immerse in another culture and learn to feel like a local, there is no systematic research on the development of one’s social identity during the exchange year. A longitudinal study with German high school students who spend an exchange year in the United States investigates the trajectories of social identification, identity integration of primary and secondary cultural identities, and well-being longitudinally at three measurement times (before departure, N = 556, 3 months, N = 210, and 6 months after arrival, N = 178). As social support is suggested to be an important resource, multilevel analyses tested the impact of three subcomponents of social support (i.e., emotional, instrumental, and compatibility-informational support) on the individual trajectories. It was found that social identification and identity integration increased over time, whereas well-being was high across all times. Identity integration mediated the positive effect of social identification on well-being. Moreover, emotional support was positively related to well-being and compatibility-informational support was positively related to identity integration. Instrumental support fostered early identity integration but diminished its slope when applied at later times. The present data demonstrate that an exchange year stimulates the development of the social self-concept, which is relevant for well-being. Moreover, it shows that the right kind of social support at the right time can foster this development.
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Hou, Rujing, and Chubing Zhang. "Reducing social loafing in online brand communities: Insights from social exchange theory." Social Behavior and Personality: an international journal 49, no. 5 (May 5, 2021): 1–10. http://dx.doi.org/10.2224/sbp.10190.
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We applied social exchange theory to our investigation of how different types of social support (informational, emotional, esteem, network) influence social loafing in online brand communities through psychological ownership and community commitment. We used a questionnaire to collect data from 315 participants, then tested the research model with partial least squares structural equation modeling. Results show that the four types of social support had different effects on psychological ownership and community commitment, which, in turn, influenced social loafing. Further, community commitment mediated the effect of psychological ownership on social loafing. Our results extend social loafing theory and provide guidelines for reducing social loafing in online brand communities.
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Torro, Osku, Henri Pirkkalainen, and Hongxiu Li. "Media synchronicity in organizational social exchange." Information Technology & People 35, no. 8 (May 9, 2022): 162–80. http://dx.doi.org/10.1108/itp-06-2020-0384.
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PurposeThe purpose of the paper is to examine how media synchronicity facilitates the emergence of social exchange (i.e. trust and reciprocity) in organizations’ information and communication technology (ICT)-mediated interactions. A model of media synchronicity in organizational social exchange (MSiOSE) is proposed.Design/methodology/approachThe paper has a design and review approach. The theoretical analysis is based on social exchange theory (SET) and media synchronicity theory (MST).FindingsThe authors propose that, in general, social exchange benefits from both asynchronous and synchronous communication processes. However, media synchronicity has different boundary conditions (i.e. pros and cons) in relation to the emergence of social exchange, determined in accordance with the mutually interacting patterns of trust and reciprocity predicted by SET. The authors provide testable theoretical propositions to support the analysis.Originality/valueSocial exchange is a critical business factor for organizations due to its well-known positive outcomes, such as the strengthening of social ties. The need for successful social exchange in remote work conditions is particularly emphasized. However, with regard to the communication and behavioral patterns that lead to social exchange via ICT, the theoretical understanding is limited. The study reveals previously unmapped heuristics between social exchange and physical media capabilities. Thus, the study's propositions can be used to study and analyze social exchange in the ever-changing media landscape. As a practical contribution, the study helps organizations to improve their communication strategies and use of ICT.
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Eva, Nathan, Alexander Newman, Qing Miao, Brian Cooper, and Kendall Herbert. "Chief executive officer participative leadership and the performance of new venture teams." International Small Business Journal: Researching Entrepreneurship 37, no. 1 (November 3, 2018): 69–88. http://dx.doi.org/10.1177/0266242618808558.
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In this article, we examine the mediating role played by affective and cognitive trust in chief executive officer (CEO) and intra-group trust, on the relationship between CEO participative leadership and the performance of the top management team (TMT) and its members within entrepreneurial new ventures. Drawing on four waves of multilevel, multi-source data, our study extends social exchange theory by teasing out the trust-based social exchange mechanisms linking CEO participative leadership to performance outcomes. Specifically, the data analysis revealed that intra-group trust mediated the relationship between CEO participative leadership and TMT performance, while affective trust mediated the relationship between CEO participative leadership and performance of TMT members. However, cognitive trust did not mediate this relationship. This suggests that it is important for CEOs of new ventures to use participative leadership to create strong levels of affective trust with TMT members and intra-group trust within the TMT.
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Li, Hui, Tongyang Chen, and Guonian Cao. "How high-commitment work systems enhance employee creativity: A mediated moderation model." Social Behavior and Personality: an international journal 45, no. 9 (October 3, 2017): 1437–50. http://dx.doi.org/10.2224/sbp.6514.
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We drew on social exchange theory and conservation of resources theory to propose a mediated moderation model and examine the effects on creativity of high-commitment work systems (HCWS), leader–member exchange (LMX), and work engagement. Using a sample of 221 high technology firms and 383 research and development employees in China, we found that HCWS positively influenced creativity, and that the interaction effect of LMX and HCWS on creativity was significant. Furthermore, we found that work engagement fully mediated the interaction effect of HCWS and LMX on creativity. The results of the mediated moderation analyses showed that HCWS were strongly associated with creativity through work engagement under working conditions of low, but not high, LMX. Implications of the findings are discussed, as well as limitations and directions for future research.
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Theodora, Ellen, and Margaretha Pink Berlianto. "Antecedent and Consequences of a Brand Equity Beauty Clinic in Indonesia." Daengku: Journal of Humanities and Social Sciences Innovation 3, no. 1 (December 16, 2022): 17–28. http://dx.doi.org/10.35877/454ri.daengku1378.
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This article explores how brand equity clinic De Votre Peau can mediate the effects of surveillance, social interaction, information sharing, compensation, and entertainment on the intention to return. Research of this kind is quantitative. Purposive sampling was utilized in the sampling technique, with 200 respondents total. According to the study's findings, brand equity is positively and significantly impacted by surveillance, social contact, entertainment, and information exchange. Brand equity is not positively or significantly impacted by compensation. Brand equity, surveillance, entertainment, and information exchange all significantly and favorably influence the intention to return. Social interaction does not significantly and favorably influence the intention to return. Re-visit intention is not significantly and positively impacted by compensation. Through brand equity, surveillance has a good and considerable impact on the inclination to return. Brand equity has the power to block surveillance. Through brand equity, social engagement has a favorable but small impact on re-visit intention. Social contact can be mediated by brand equity. Through brand equity, information sharing has a favorable and considerable impact on the intention to return. Information sharing can be mediated by brand equity. Re-visit intention through brand equity is not positively and significantly influenced by compensation. Brand equity has failed to act as a mediator for compensation. Through brand equity, entertainment has a favorable and considerable impact on the intention to return. Brand equity can mediate entertainment.
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Ramzan, Nimra. "EMPLOYEES' SOCIAL LIFE MEDIATED BY DESPOTIC LEADERSHIP." Journal of Research in Social Development and Sustainability 2, no. 1 (June 30, 2023): 27–40. https://doi.org/10.56596/jrsds.v2i1.101.
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This study investigates the effects of despotic leadership (DL) on employee Work-Life Balance (WLB) and self-efficacy (SE) as a mediating variable. Drawing on social learning and social exchange theories, our research proposes a conceptual model where despotic leadership, directly and indirectly, influences employee balance between work and leisure activities and self-efficacy. We employed a questionnaire survey approach to collect data from employees of Small and Medium-Sized Banks (PVT) Ltd located in Karachi. A pilot survey was conducted with 120 participants to test the usability of the questionnaire, and then 120 surveys were distributed among the target population. In total, 120 usable surveys were returned, resulting in a response rate of 100%. To evaluate the proposed relationships in the theoretical framework, we used SPSS. The results of this study confirm that despotic leadership has a negative impact on employee work satisfaction. However, the findings also indicate that there is no mediation effect of self-efficacy between despotic leadership and employee balance between work and leisure activities. These findings contribute to the existing research on the antecedent variable of self-efficacy and provide practical insights for the retention and utilization of personnel.
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Rudrappa, Sharmila. "The impossibility of gendered justice through surrogacy bans." Current Sociology 69, no. 2 (January 28, 2021): 286–99. http://dx.doi.org/10.1177/0011392120972419.
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This concluding article, building from observations of the industry from 2008 onwards, examines the practices of commercial and altruistic surrogacy in India. Commercial surrogacy is built on atomized market relationships, where exchanges are mediated by money. The author shows how exploitation is at the heart of production in commercial surrogacy. Altruistic surrogacy is built on gift-like giving between social actors engaged in ongoing exchange relationships. While these sorts of exchanges might seem egalitarian, the author argues that domination is at the heart of exchange in altruistic surrogacy. The article concludes that banning all forms of surrogacy is not the answer, and provides policy recommendations that do not eradicate, but ameliorate exploitation and domination.
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Byun, Gukdo, and Soojin Lee. "Social Learning in Empowering Leadership: A Moderated Mediation Analysis." Sustainability 13, no. 18 (September 10, 2021): 10137. http://dx.doi.org/10.3390/su131810137.
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This study suggests a comprehensive social learning model of empowering leadership by focusing on the antecedents and processes of empowering leadership. Data were obtained from subordinate–supervisor dyads from the South Korean Army. The results support the social learning of empowering leadership. Specifically, the empowering leadership of high-level leaders facilitates that of low-level leaders, and this relationship is mediated by leader-leader exchange (LLX). Additionally, the results confirm the existence of a moderated mediation relationship among the constructs of interest; that is, the exchange ideology of low-level leaders moderates the relationship between LLX and their empowering leadership, such that the relationship is stronger when the exchange ideology is weak rather than strong. Thus, a weak exchange ideology strengthens the indirect effects of the empowering leadership of high-level leaders on that of low-level leaders through LLX. Theoretical and practical implications are also discussed.
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KILIÇ AKINCI, Sevcan. "TESTING MEDIATING EFFECT OF INDIVIDUAL EXCHANGE IDEOLOGY ON DISTRIBUTIVE JUSTICE AND WORK ENGAGEMENT RELATIONSHIP IN A COLLECTIVIST SOCIETY." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 379–92. http://dx.doi.org/10.15295/bmij.v6i3.365.
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This study aims to test the Social Exchange Theory in a collectivist society and extends it by examining the link between distributive justice (DJ) and work engagement (WE). Specifically, individual exchange ideology (IEI) is integrated into the relationship, and it establishes if exchange ideology mediates between the relationships. The study was conducted on a large sample (499) of Turkish blue and white-collar employees from business units of 15 independent companies; 10 different industry types and data was analysed with Structural Equation Modelling. The findings of this research supported the previous findings about DJ’s positive relationship with WE. Secondly, findings showed that IEI acted as a mediator between DJ and WE, and it mediated 24% of the effect of DJ’s on WE. Results revealed that employees reciprocated perceived justice (DJ in our case) by engaging themselves more in their work, to meet organisational goals, but this increases with the effect of individual exchange ideology; and therefore, supported the applicability of Social Exchange Theory in a collectivist society, namely in a Turkish context.
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Gao, Peng, and Weiku Wu. "Effect of leaders’ implicit followership theory on subordinates’ career success." Social Behavior and Personality: an international journal 47, no. 5 (May 7, 2019): 1–14. http://dx.doi.org/10.2224/sbp.7180.
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We explored the relationship between positive leaders’ implicit followership theory (LIFT) and employees’ career success using cognitive information processing theory and social exchange theory. Data were obtained from 296 employees and their immediate superiors at 12 large Chinese enterprises. Results showed that positive LIFT had a significantly positive effect on employees’ career success, that this positive relationship was partially mediated by leader–member exchange and perceived organizational support, and that leaders’ liking for their followers moderated the relationship between positive LIFT and leader–member exchange/perceived organizational support. We have not only extended the application of cognitive theory in leadership research, but also enriched the content of social exchange theory.
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Zhang, Rui-Ping, Li Tsingan, and Long-Ping Zhang. "Role Stressors and Job Attitudes: A Mediated Model of Leader-Member Exchange." Journal of Social Psychology 153, no. 5 (September 2013): 560–76. http://dx.doi.org/10.1080/00224545.2013.778812.
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Dubrovsky, Vitaly J. "Social Exchange in Group Consensus Development: Face-to-Face versus Electronic Mail." Proceedings of the Human Factors Society Annual Meeting 31, no. 7 (September 1987): 701–5. http://dx.doi.org/10.1177/154193128703100702.
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A sequence of experimental studies (Kiesler et al., 1984; Siegel et al., 1986) revealed that computer media had an unexpected inflammatory effect on group discussions. E.g, in comparison with face-to-face, computer-mediated groups exhibited more uninhibited verbal behavior (such as swearing and name calling). In this study we attempted theoretical explanation of each case of uninhibition encountered in content analysis of group discussions obtained during recently conducted experiment. The social exchange model (Dubrovsky, 1986) was used for this purpose. The model was empirically specified for group consensus development by means of a special questionnaire. Its predictions were then tested against available experimental group discussions material. This study offers theoretical explanation to most of the observed cases of uninhibited verbal behavior in computer-mediated discussions. It contributes to our understanding of a group consensus development process. It increases the validity of the social exchange model.
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Respati, Yudit Ayu, Wahyu Rusdiyanto, Clarissa Yovianingtyas, and Anas Tajudin. "Understanding Millennial Generation Organizational Social Exchange through Psychological Contract." Jurnal Economia 19, no. 1 (April 30, 2023): 95–111. http://dx.doi.org/10.21831/economia.v19i1.52667.
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The rise of the millennial generation, especially in Indonesia, has overtaking the majority of various workplaces. Millennial workers are likely to have different characteristics from the previous generation, so the leader needs to adjust the treatment to create millennials’ job satisfaction and engagement. This study aimed to analyze the effect of psychological contracts on work engagement with job satisfaction as a mediating variable. This study used an explanatory method with a quantitative approach. The data was collected using a questionnaire and was analyzed using Partial Least Square software. There were four main findings in the study. First, psychological contracts, both transactional and relational, had a significant effect on job satisfaction. Second, transactional psychological contracts had a significant effect on work engagement. Third, job satisfaction mediated the relationship between transactional and relational psychological contracts with work engagement. Fourth, the rational psychological contract was not the main factor in increasing work engagement.
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Teichert, Jeannine. "Mediating Close Friendship Intimacy in Times of (Social) Distance." Networking Knowledge: Journal of the MeCCSA Postgraduate Network 14, no. 1 (July 5, 2021): 51–66. http://dx.doi.org/10.31165/nk.2021.141.648.
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This article presents mediated intimacy in friendships as a necessary but difficult course of action to bridge physical absence between close friends. Following migration research to picture the mediation of intimacy of transnational family members, differences regarding the communicative behaviour, and specifically, the obligation to communicate contrasts distant friendships with translocal family interactions. Drawing on a German study on friendship communication, this paper asks the question how to derivate measures for profound friendship exchange in social distance, with regard to the current COVID-19 pandemic. Findings reveal communication media are definitely useful to keep up existing friendships but they also prevent meaningful friendship interaction. Accordingly, this paper contributes to the discussion of mediated communication and the production of mediated intimacy in friendships and highlights potential prospects to enhance physically distanced friendships.
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Monica Hu, Meng-Lei, Tsung-Lin Ou, Haw-Jeng Chiou, and Lee-Cheng Lin. "Effects of Social Exchange and Trust on Knowledge Sharing and Service Innovation." Social Behavior and Personality: an international journal 40, no. 5 (June 1, 2012): 783–800. http://dx.doi.org/10.2224/sbp.2012.40.5.783.
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Using a real case with 466 employees, we investigated the relationships among knowledge sharing (KS), service innovation, leader-member exchange (LMX) quality, team-member exchange (TMX) quality, and trust in Taiwan's international tourist hotels. The empirical results demonstrated that LMX quality and TMX quality mediated the relationship between KS and service innovation, and that trust moderated the relationship between KS and both LMX quality and TMX quality. These findings can be applied to improve communication among employees, enhance knowledge sharing, and promote service innovation.
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Wong, Yun Leng, Laura Hemmy, Mike Conway, Daniel Cabrera Lozoya, Kelvin Lim, and Jude Mikal. "COMPUTER-MEDIATED COMMUNICATION (CMC) AND SOCIAL ENGAGEMENT AMONG INDIVIDUALS WITH ALZHEIMER’S." Innovation in Aging 8, Supplement_1 (December 2024): 146. https://doi.org/10.1093/geroni/igae098.0471.
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Abstract Normal aging confers a host of risk factors for loneliness and social isolation. Aging accompanied by Alzheimer’s-related changes in cognition and function may result in even higher risk of loneliness and social isolation. Nevertheless, older adults now represent the fastest-growing demographic of both Internet and social media users. Moreover, uptake continues to rise, with younger-older adults - or the Baby Boomer Generation - using social media on average two hours more per week than younger generations. This widespread increase in digital engagement has profound implications on loneliness and social isolation among individuals living with Alzheimer’s. In this study, we examine the lived experiences of individuals living with ADRD using blogs managed by individuals with early-onset AD to assess how the Internet enables them to stay connected and safe. Following a phenomenological approach, we apply rigorous bottom-up, constant-comparison methods to identify the impact of computer-mediated communication (CMC) technologies on social engagement, focusing on mental and physical health outcomes, social support exchange, and health resource sharing. Four key themes emerged from analysis: (1) the Internet as a gateway to formal networks of support and mentorship, (2) the ability to bridge geographical distances in pursuit of fitting and responsive support, (3) feelings of validation contribution coming from sharing experiences, and (4) feelings of embarrassment or forced awareness of functional and cognitive decline. Themes are contextualized, and used to make recommendations for the development of novel support exchange platforms focused on the needs of individuals with ADRD - and those with early-onset ADRD, specifically.
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Sumarno, Ari Pitoyo, and Gede Ariadi. "Attributes of Leadership Styles Influence on Employee Performance mediated by Job Satisfaction." Jurnal Manajemen Perhotelan dan Pariwisata 6, no. 2 (August 30, 2023): 704–9. http://dx.doi.org/10.23887/jmpp.v6i2.67587.
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This research aimed to examine the effect of transactional and transformational leadership styles on employee performance mediated by job satisfaction. This research was followed by 100 employees in the production division of a textile and shoe company in Salatiga. This research used social exchange theory and PLS-SEM (Partial Least Square-Structural Equation Method) analysis. The results of this research indicated that job satisfaction has a significant influence in mediating the relationship between transformational leadership and employee performance, while transactional leadership has less significant influence. Therefore, the results of this research could be used as a support for Social Exchange theory which focuses on employee interaction in increasing motivation to provide maximum performance and develop good relations with superiors.
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Manata, Brian. "The Effects of LMX Differentiation on Team Performance: Investigating the Mediating Properties of Cohesion." Journal of Leadership & Organizational Studies 27, no. 2 (April 12, 2019): 180–88. http://dx.doi.org/10.1177/1548051819842792.
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Although conceptualized initially as a dyadic-level theory, scholars have since broadened the theoretical underpinnings of leader–member exchange (LMX) to account for its effects on group-level phenomena. LMX differentiation, for example, captures the extent to which variance in LMX quality within teams affects numerous outcomes (e.g., performance). However, the specific mechanisms by which LMX differentiation affects team-level outcomes remains virtually unknown. In an attempt to address this limitation, this study investigates the extent to which task and social cohesion mediate the effects of LMX differentiation on team performance. Results indicate that the negative effect of LMX differentiation on team performance is mediated by task cohesion but not by social cohesion. In addition, LMX differentiation was found to have a negative effect of social cohesion, which was also mediated by task cohesion. A discussion is offered in which the implications of these results are entertained.
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Isa, Daud, and Itai Himelboim. "A Social Networks Approach to Online Social Movement: Social Mediators and Mediated Content in #FreeAJStaff Twitter Network." Social Media + Society 4, no. 1 (January 2018): 205630511876080. http://dx.doi.org/10.1177/2056305118760807.
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The movement to free Al Jazeera journalists (#FreeAJStaff), imprisoned by Egyptian authorities, utilized social media over almost 2 years, between 2013 and 2015. #FreeAJStaff movement emerged as a unique blend of social movement and news media, taking place primarily on Twitter. This study applied a social networks approach to examine patterns of information flow within the #FreeAJStaff movement on Twitter: the emergence of information siloes and social mediators, who bridge them. Twitter data of 22 months were collected, resulting in social networks created by 71,326 users who included the hashtag #FreeAJStaff in their tweets, and 149,650 social ties (mentions and replies) among them. Analysis found social mediators to be primarily core movement actors (e.g., Al Jazeera) or elites (e.g., politicians), rather than grassroots actors. Furthermore, core actors exhibited more reciprocal relationship with other users than elite actors. In contrast, elite actors evoked denser exchange of messages. Finally, this study identified the mechanism used to create a Spillover Effect between social movements (such as #FreeAJStaff and #FreeShawkan), finding that mediated content, which travels across clusters, was more likely to include non-FreeAJStaff movement hashtags, than siloed content, which remains within a cluster. Theoretical and practical implications are discussed.
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Yu, Yue, and Guodong Yang. "Zhongyong thinking, leader–member exchange, and employee innovative behavior." Social Behavior and Personality: an international journal 50, no. 2 (February 9, 2022): 1–8. http://dx.doi.org/10.2224/sbp.10986.
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Innovative and creative employees are crucial for increasing organizations' competitive advantage. This study examined the relationship between Zhongyong thinking and employee innovative behavior, along with the mediating role of leader–member exchange (LMX). Participants were 275 subordinates and 61 supervisors employed at a large enterprise in China. We tested the proposed hypotheses with structural equation modeling based on a time-lagged survey. The results show that, as predicted, both Zhongyong thinking and LMX were positively related to subordinates' innovative behavior. Furthermore, LMX partially mediated the relationship between Zhongyong thinking and subordinates' innovative behavior. These findings point to the importance of both Zhongyong thinking and LMX for innovative behavior in an organization. Implications are discussed for research and practice.
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Huang, Jiaxin, Lihua Shi, Jun Xie, and Lin Wang. "Leader–Member Exchange Social Comparison and Employee Deviant Behavior: Evidence from a Chinese Context." Social Behavior and Personality: an international journal 43, no. 8 (September 18, 2015): 1273–86. http://dx.doi.org/10.2224/sbp.2015.43.8.1273.
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We explored the effect of leader–member exchange social comparison (LMXSC) on employee deviant behavior within a Chinese context. We modified the measures for use in the Chinese context and used a multisource survey to collect data from employees in Chinese companies. The results of analysis of responses from a sample of 203 supervisor-subordinate dyads showed that LMXSC was negatively related to organizational deviance and supervisor-directed deviance. Procedural justice mediated the relationship between LMXSC and organizational deviance, and interpersonal justice mediated the relationship between LMXSC and supervisor-directed deviance. Furthermore, the negative relationship between interpersonal justice and supervisor-directed deviance was weaker for subordinates working with supervisors who had a higher degree of organizational embodiment. The results implied that supervisors need to balance the double-edged sword effect of LMXSC as well as strengthen their organizational embodiment.
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Li, Hu, Zhiyu Feng, Chunlin Liu, and Dejun Cheng. "The impact of relative leader-member exchange on employees' work behaviors as mediated by psychological contract fulfillment." Social Behavior and Personality: an international journal 42, no. 1 (February 15, 2014): 79–88. http://dx.doi.org/10.2224/sbp.2014.42.1.79.
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Relative leader-member exchange (RLMX) is a reflection of the social comparison process, and employees go through a process of social exchange when they display specific behaviors and attitudes in their workplace role, with psychological contract (PC) fulfillment playing a mediating role between these 2 social processes. We conducted a survey to analyze paired leader-staff samples in 39 bank branches in order to examine the influence of RLMX on employees' work behaviors and the mechanism that operates between these 2 factors. The results showed that RLMX affected employee task performance and innovative behavior, and that PC fulfillment played a full mediating role in this relationship.
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Yu, Bin. "Computer-Mediated Communication Systems." tripleC: Communication, Capitalism & Critique. Open Access Journal for a Global Sustainable Information Society 9, no. 2 (October 30, 2011): 531–34. http://dx.doi.org/10.31269/triplec.v9i2.309.
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The essence of communication is to exchange and share information. Computers provide a new medium to human communication. CMC system, composed of human and computers, absorbs and then extends the advantages of all former formats of communication, embracing the instant interaction of oral communication, the abstract logics of printing dissemination, and the vivid images of movie and television. It also creates a series of new communication formats, such as Hyper Text, Multimedia etc. which are the information organizing methods, and cross-space message delivering patterns. Benefiting from the continuous development of technique and mechanism, the computer-mediated communication makes the dream of transmitting information cross space and time become true, which will definitely have a great impact on our social lives.
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Yu, Bin. "Computer-Mediated Communication Systems." tripleC: Communication, Capitalism & Critique. Open Access Journal for a Global Sustainable Information Society 9, no. 2 (October 30, 2011): 531–34. http://dx.doi.org/10.31269/vol9iss2pp531-534.
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The essence of communication is to exchange and share information. Computers provide a new medium to human communication. CMC system, composed of human and computers, absorbs and then extends the advantages of all former formats of communication, embracing the instant interaction of oral communication, the abstract logics of printing dissemination, and the vivid images of movie and television. It also creates a series of new communication formats, such as Hyper Text, Multimedia etc. which are the information organizing methods, and cross-space message delivering patterns. Benefiting from the continuous development of technique and mechanism, the computer-mediated communication makes the dream of transmitting information cross space and time become true, which will definitely have a great impact on our social lives.
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Chang, Po-Chien, Jui-Ching Chien, and Tong-Ming Lin. "Moderated Mediation Effect by Group Interaction in a Political Work Environment." Social Behavior and Personality: an international journal 42, no. 10 (November 18, 2014): 1651–60. http://dx.doi.org/10.2224/sbp.2014.42.10.1651.
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We drew on social exchange and situational strength theoretical perspectives to examine the mechanism through which the political climate influences employee turnover intention. Participants comprised 750 employees working in 56 work groups in Taiwan. The findings demonstrated that psychological contract breach partially mediated the relationship between political climate and employee turnover intention. In addition, group interaction moderated the indirect effect of political climate on employee turnover intention through psychological contract breach, such that the mediated effect of political climate was weaker in good group interaction than in poor group interaction.
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Silver, Steven D., Bernard P. Cohen, and James H. Crutchfield. "Status Differentiation and Information Exchange in Face-to-Face and Computer-Mediated Idea Generation." Social Psychology Quarterly 57, no. 2 (June 1994): 108. http://dx.doi.org/10.2307/2786705.
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Liu, Yi, Hongwu Xiao, and Donghan Wang. "Just because I like you: Effect of leader–member liking on workplace deviance." Social Behavior and Personality: an international journal 48, no. 3 (March 3, 2020): 1–10. http://dx.doi.org/10.2224/sbp.8838.
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We tested a theoretical model to explain how and why leader–member liking influences employees' workplace deviance, with leader–member exchange as a mediator and implicit prototype as a moderator. Participants were 227 employee–leader dyads from work teams at 3 Chinese companies in Beijing, who completed surveys at baseline and again 2 months later. The results were as follows: (a) leader–member liking decreased workplace deviance, (b) leader–member exchange mediated the relationship between leader–member liking and workplace deviance, and (c) both implicit leadership prototype and implicit followership prototype moderated the relationship between leader–member liking and leader–member exchange. We have revealed the impact of positive emotion on negative workplace behavior and also provided a simple way to approach the seemingly complex issue of staff management.
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Jiang, Jing. "Mean Leader–member Exchange and Team Voice: Roles of Team Task Reflexivity and Perspective Taking." Social Behavior and Personality: an international journal 45, no. 7 (August 6, 2017): 1221–32. http://dx.doi.org/10.2224/sbp.6451.
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Using social exchange theory as a basis, I examined the effect of mean leader–member exchange (MLMX) on team voice, and how this relationship is mediated by team task reflexivity and moderated by perspective taking. Participants were 301 full-time employees in 46 teams, who took part in a field study. Results showed that MLMX had a positive influence on team voice, team task reflexivity played a mediating role in the relationship between MLMX and team voice, and perspective taking moderated the relationship between MLMX and team task reflexivity. The theoretical and practical implications of these findings are discussed.
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Gao, Zhengbo, Yanbo Guo, and Haikang Wei. "Zhongyong thinking mediates the relationship between leader–member exchange and employee creativity." Social Behavior and Personality: an international journal 50, no. 5 (May 4, 2022): 1–8. http://dx.doi.org/10.2224/sbp.11514.
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In this study we added to the literature on leader–member exchange (LMX) and employee creativity by focusing on the mediating role of Zhongyong thinking in this relationship. We collected data from 295 employees at a state-owned manufacturing company in China, using a paper-and-pencil survey. Structural equation modeling was used to examine the hypotheses. Results show that both LMX and Zhongyong thinking were positively related to employee creativity, and Zhongyong thinking partially mediated this relationship. Our findings show the importance of both LMX and Zhongyong thinking in facilitating employee creativity, and provide a practical guide to enhance employee creativity.
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Fang, Yuan, Bin Meng, Yitong Liu, and Jinhua Liu. "Leader–member exchange mediates the relationship between workplace fun and employee creativity." Social Behavior and Personality: an international journal 49, no. 10 (October 6, 2021): 1–8. http://dx.doi.org/10.2224/sbp.10878.
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Although previous researchers have explored positive outcomes of workplace fun, the workplace fun–employee creativity relationship has received little attention. We investigated the link between workplace fun and employee creativity, and the mediating effect of leader–member exchange (LMX) on this relationship. Participants comprised 226 subordinates and 45 supervisors from Chinese stateowned companies. We employed structural equation modeling analysis to examine the hypotheses. Results show that workplace fun did not have a significant direct relationship with employee creativity. However, LMX fully mediated the workplace fun–employee creativity link. These results suggest that, to promote employee creativity, organizations should create a fun work environment in which employees can develop high-quality LMX.
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Jafar, Rana Muhammad Sohail, Shuang Geng, Wasim Ahmad, Ben Niu, and Felix T. S. Chan. "Social media usage and employee’s job performance." Industrial Management & Data Systems 119, no. 9 (October 21, 2019): 1908–25. http://dx.doi.org/10.1108/imds-02-2019-0090.
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Purpose This era is an era of social media (SM); thus, it is an essential tool for communication among individuals and organizations. The excessive use of SM by employees has raised many questions about their job performance. Therefore, there is a dire need to investigate the effects of SM use on an employee’s job performance mediated by knowledge exchange. Furthermore, the purpose of this paper is to examine how the organization’s SM rules can moderate the relationship between personal and work-related use of SM with information sharing and obtaining information. Design/methodology/approach Quantitative methodology was used and randomly 1,200 questionnaires data were collected physically from the employees of the public and private sectors in Pakistan. To examine the hypothesized relationships, partial least squares (PLS), rather than covariance-based structural equation modeling, was used to analyze the data. For this reason, multivariate technique, Smart PLS-3.2.1, was used for data analysis. Findings The findings of this study demonstrated that personal and work-related use of SM could enhance employees’ job performance through knowledge exchange, and SM rules have adverse impacts on the relationships between SM use and knowledge exchange. Originality/value This study provides a novel model for the investigation of whether SM use affects employees’ job performance. Furthermore, it will help the policy makers and researchers regarding the management of SM use at work.
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Deng, Tongbo, Yafan Fan, Mengdi Wu, and Min Li. "Older People’s Long-Term Care Preferences in China: The Impact of Living with Grandchildren on Older People’s Willingness and Family Decisions." International Journal of Environmental Research and Public Health 19, no. 19 (September 29, 2022): 12455. http://dx.doi.org/10.3390/ijerph191912455.
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The purpose of this paper was to better understand the long-term care preferences of older people based on intergenerational demonstration effects and social exchange theory, derived from the literature on intergenerational family relationships. The authors relied on the 2014 China Longitudinal Ageing Social Survey database to test the study hypotheses. The results indicated that living with grandchildren was negatively related to the institutional care preferences of older people. Family members’ attitudes and older people’s life satisfaction significantly mediated the relationship between living with grandchildren and their institutional care preferences. Gender and marital status had potentially diverse effects on institutional care preferences. Therefore, in the context of China’s culture of filial piety, social exchange, and intergenerational demonstration, motivation may help foster intergenerational exchange and reciprocity in eldercare arrangements.
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Ofem, Brandon, Bindu Arya, and Stephen P. Borgatti. "The Drivers of Collaborative Success Between Rural Economic Development Organizations." Nonprofit and Voluntary Sector Quarterly 47, no. 6 (June 22, 2018): 1113–34. http://dx.doi.org/10.1177/0899764018783084.
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The nonprofit literature has directed attention to exploring how features of the broader structure of exchanges within regional collaboration networks impact the dynamics and outcomes of a single partnership. This study examines how partners’ relative positions within a collaboration network impact their interdependence and collaborative success. Our analysis of 298 collaborations between 98 economic development organizations operating in an economically distressed rural region demonstrates that social network properties—structural embeddedness and relative centrality—have substantial effects on exchange partners’ collaborative success. We also investigate whether network effects are mediated by the two dimensions of interdependence, mutual dependence and power imbalance. Together, our theorizing and results speak to the driving factors of collaborative success in a context where collaboration is particularly vital.
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Andres, Hayward P. "Team Learning and Reflexivity in Technology-Mediated Collaboration." International Journal of Knowledge Management 7, no. 4 (October 2011): 22–36. http://dx.doi.org/10.4018/jkm.2011100102.
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This study examines technological, educational/learning, and social affordances associated with the facilitation of team learning during technology-mediated collaborative problem solving. An empirical interpretive research approach using direct observation is used to interpret, evaluate and rate observable manifested behaviors and qualitative content (i.e., discussions) associated with team learning and team reflexivity. The theory of affordances and social impact theory are integrated to develop a conceptual model that asserts that collaboration mode (collocated vs. non-collocated and videoconferencing supported) will dictate the quality of information exchange, progressive elaboration of ideas, and the social processes that influence team learning. Team learning is then suggested to give rise to task and social reflexivity behaviors aimed at monitoring and evaluating acquired understanding, adaptation of task strategy, and maintenance of quality intra-team interactions. Results showed that collocated teams did engage in better quality team learning behaviors. Further, persistent reflection on task progress and solution accuracy yielded better team productivity while maintenance of a mutual supportive and positive climate yielded higher perceived quality interpersonal interactions. Theoretical, methodological and practical implications of the study are also discussed.
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Chung, Yang Woon. "The Relationship between Workplace Ostracism, TMX, Task Interdependence, and Task Performance: A Moderated Mediation Model." International Journal of Environmental Research and Public Health 17, no. 12 (June 20, 2020): 4432. http://dx.doi.org/10.3390/ijerph17124432.
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Background: Social interactions among employees are essential for individual performance as they provide various job-related information and feedback as well as social and emotional support. Tasks have become interdependent among organizational members, allowing teamwork to generally become an organizational norm. Consequently, it is pertinent that employees maintain favorable working relationships with other organizational members because workplace ostracism has become an organizational concern. Although recent studies have examined numerous psychological mechanisms that associate ostracism with workplace outcomes, studies have been limited in exploring practical facets that link the relationship. Thus, this study examined the mediating effect of team–member exchange for workplace ostracism and task performance and the moderating effect of task interdependence in influencing the relationship. Methods: Data were collected using a two-wave design and sampled 242 full-time employees in South Korea. The hypotheses were tested with hierarchical regression analyses. Results: Team–member exchange was found to mediate the relationship between workplace ostracism and task performance and task interdependence moderated the mediated relationship. Conclusions: The results suggest that being ostracized negatively influences the quality of the relationship between team-members which then affects individual performance. In addition, the conditional indirect effect for ostracism on task performance was significant when task interdependence was high, while not significant when it was low, thus moderating the mediated relationship.
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Boudrias, Jean-Sébastien, Francesco Montani, and Christian Vandenberghe. "How and When Does Psychological Wellbeing Contribute to Proactive Performance? The Role of Social Resources and Job Characteristics." International Journal of Environmental Research and Public Health 18, no. 5 (March 3, 2021): 2492. http://dx.doi.org/10.3390/ijerph18052492.
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Are psychologically healthy employees more proactive at work? Surprisingly, responses to this question are lacking as empirical research has overlooked the wellbeing–proactive performance relationship. Drawing insights from the conservation of resources theory and the motivational fit perspective, this study proposes that leader-member exchange and team-member exchange act as social resources that convey the benefits of psychological wellbeing to subsequent proactive performance. Moreover, job complexity and task interdependence—two job characteristics that enhance the motivational potential of social resources—are expected to amplify these positive indirect relationships. Data from a three-wave, time-lagged study conducted among employees (N = 318) from French-Canadian organizations were used to test our hypothesized model. The results indicated that leader-member exchange mediated a positive relationship between wellbeing and proactive performance and that the contribution of wellbeing to proactive performance via leader-member exchange was increased when job complexity was higher. We also found a negative indirect relationship between wellbeing and proactive performance via team-member exchange when team interdependence was lower. Theoretical and practical implications of this research are discussed.
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Tan, Huwa, Zhou Wang, and Jiaxin Huang. "Leader mindfulness and employee creativity: The importance of leader–member exchange." Social Behavior and Personality: an international journal 49, no. 9 (September 1, 2021): 1–9. http://dx.doi.org/10.2224/sbp.10659.
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The main objective of this study was to clarify the mechanisms through which leader mindfulness enhances employee creativity, and we proposed that leader–member exchange (LMX) would act as a mediator of this relationship. To test our hypotheses we conducted a survey with 329 subordinates and 51 supervisors employed at three large manufacturing companies in China. The results of structural equation modeling show that the association of leader mindfulness with employee creativity was positive, and that LMX partially mediated this link. This study provides useful insights in explaining the impact that leader mindfulness has on employee creativity by focusing on LMX as a mediator. Our findings indicate that organizations should take leader mindfulness into account, and that managerial interventions should be implemented to establish high-quality LMX relationship.
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Mao, Jie, and Kangya Tian. "Psychological safety mediates the relationship between leader–member exchange and employees' work engagement." Social Behavior and Personality: an international journal 50, no. 3 (March 2, 2022): 31–39. http://dx.doi.org/10.2224/sbp.11266.
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This study explored the association between leader–member exchange (LMX) and employees' work engagement by developing an integrative model including psychological safety as a mediator. We designed a survey and distributed it via email; data were collected from 305 employees working at a manufacturing company in East China. Results of structural equation modeling show that LMX was positively related to work engagement, and, consistent with our predictions, psychological safety mediated this association. This research gives new insight into the processes through which LMX enhances employees' work engagement, and provides important suggestions for how to foster work engagement in organizations. Theoretical and practical implications and future research prospects are discussed.
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Sulfati, Andi. "Pengaruh Islamic Corporate Social Responsibility Terhadap Nilai Perusahaan: Studi Empiris pada Jakarta Islamic Index-70." Insan Cita Bongaya Research Journal 1, no. 3 (June 27, 2022): 249–66. http://dx.doi.org/10.70178/icbrj.v1i3.36.
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This study aims to examine the direct and indirect effects of corporate governance variables, profitability, on firm value through Islamic corporate social responsibility. The population used in this study are companies listed on the Jakarta Islamic Index-70 on the Indonesia Stock Exchange for the 2018-2020 period with a purposive sampling technique. The data analysis technique used Structural Equation Modeling (SEM) techniques, using AMOS 22 software. The results showed that ICSR had a positive effect on firm value. Profitability has a significant effect on ICSR. Corporate governance has no significant positive effect on ICSR. Profitability has no significant positive effect on firm value. Corporate governance has a negative effect on firm value. Profitability affects firm value mediated by ICSR. ICSR cannot mediate the relationship of corporate governance to firm value.
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Khan, Farah. "Influence of Corporate Social Responsibility on Organizational Citizenship Behavior through Double Mediation Analysis." Jinnah Business Review 7, no. 2 (July 1, 2019): 83–98. http://dx.doi.org/10.53369/fnzb9621.
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Previous literature has examined the direct relationship between the concept of corporate social responsibility & organizational citizenship behavior. Present study is investigating the mediated link between CSR & OCB through organizational justice & organizational identification. Theory of Social exchange & social identity are supporting our study by providing foundations for interpretation that organizational social responsible behavior can influence OCB of employees through justice and their identification perception. Tests applied to the randomly selected data of 212 employees from different organizations of Pakistan. Our findings show fully mediated relationship between CSR & OCB through organizational justice and organizational identification. CSR towards employees has a strong relationship with OCB. The findings in this study will help in enhancing role of CSR for employees OCB
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Zhu, Hengwei, Muhammad Kamran Khan, Shakira Nazeer, Li Li, Qinghua Fu, Daniel Badulescu, and Alina Badulescu. "Employee Voice: A Mechanism to Harness Employees’ Potential for Sustainable Success." International Journal of Environmental Research and Public Health 19, no. 2 (January 14, 2022): 921. http://dx.doi.org/10.3390/ijerph19020921.
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Listening to employees’ concerns reduces their dissatisfaction, but moreover, for an organization to achieve sustainable success, employees must raise their creative voice and give their input in decision-making without the fear of rejection in a psychologically safe environment. Ethical leaders facilitate such a participative style of management. A bureaucratic culture, as is generally encountered in Pakistan’s work settings, poses real challenges to those who dare to speak up, therefore the importance of ethical leadership, leader–member exchange (LMX), and psychological safety cannot be neglected as coping mechanisms to sustain the employee voice for mutual gains. To investigate ethical leadership’s mediating mechanisms and boundary conditions on voice behavior, we examined a moderated mediation model with the leader–member exchange as a moderator and psychological safety as a mediator. Grounded in social exchange theory (SET), the current study uniquely posits and tests that employees feel psychologically safe in the presence of an ethical leader with whom they have high-quality social exchanges. Data were collected from 281 employees from the public corporations and private enterprises of the petroleum sector of Karachi. Results of the analysis, through SPSS and AMOS, revealed that psychological safety mediated the relationship of ethical leadership and voice behavior, while the indirect effect of ethical leadership on voice behavior (via psychological safety) is stronger for those employees who enjoy high-quality exchanges with ethical leaders. LMX was also found to moderate the relationship between ethical leadership and voice behavior. Contributions, recommendations, and limitations of the current study and further research areas are also discussed. The study offers practical insight on the mechanism of ethical leadership on employee voice behavior and recommends leaders to develop social exchanges to improve voice behavior for sustainable success.
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Carrigan, Marylyn, Solon Magrizos, Jordon Lazell, and Ioannis Kostopoulos. "Fostering sustainability through technology-mediated interactions." Information Technology & People 33, no. 3 (February 18, 2020): 919–43. http://dx.doi.org/10.1108/itp-10-2018-0474.
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PurposeThis article addresses the lack of scholarly attention paid to the sharing economy from a sociological perspective, with respect to the technology-mediated interactions between sharing economy users. The paper provides a critical overview of the sharing economy and its impact on business and communities and explores how information technology can facilitate authentic, genuine sharing through exercising and enabling conviviality and non-direct reciprocity.Design/methodology/approachThe paper begins with a critique of the technology-mediated sharing economy, introduces the concept of conviviality as a tool to grow and shape community and sustainability within the sharing economy and then explores reciprocity and sharing behaviour. Finally, the paper draws upon social exchange theory to illustrate conviviality and reciprocity, using four case studies of technology-enabled sharing.FindingsThe paper contributes to the emerging debate around how the sharing economy, driven by information systems and technology, affects social cohesion and personal relationships. The paper elucidates the central role conviviality and reciprocity play in explaining the paradoxes, tensions and impact of the sharing economy on society. Conviviality and reciprocity are positioned as key capabilities of a more sustainable version of the sharing economy, enabled via information technology.Originality/valueThe findings reveal that information technology-mediated sharing enterprises should promote conviviality and reciprocity in order to deliver more positive environmental, economic and social benefits. The diversity of existing operations indicated by the findings and the controversies discussed will guide the critical study of the social potential of sharing economy to avoid treating all sharing alike.
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Kuvaas, Bård, and Robert Buch. "Leader self-efficacy and role ambiguity and follower leader-member exchange." Leadership & Organization Development Journal 41, no. 1 (December 17, 2019): 118–32. http://dx.doi.org/10.1108/lodj-05-2019-0209.
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Purpose The purpose of this paper is to investigate whether leader self-efficacy and leader role ambiguity are related to follower leader-member exchange (LMX). In addition, the authors examine whether the relationship between follower LMX and turnover intention will be mediated by need satisfaction. Design/methodology/approach Data were collected using an electronic survey tool filled out by 109 leaders and 696 followers. Findings Leader role ambiguity was positively related to an economic LMX relationship and negatively related to a social LMX relationship. Furthermore, the links between social and economic LMX relationships and turnover intention were mediated by satisfaction of the needs for autonomy and relatedness. Research limitations/implications The main limitation of the study is the cross-sectional nature of the data from the followers. Practical implications Provided that the findings are generalizable organizations should provide role clarification initiatives to leaders with high role ambiguity. Originality/value Despite the centrality of role theory in the development of LMX theory, prior research has not investigated whether the extent to which leaders perceive that they meet the expectations of their leadership roles affects followers’ perception of LMX relationships.