Exchange Ideology Research Articles

The dark side of mobile work during non-work hours: moderated mediation model of presenteeism through conservation of resources lens.

Owing to the development of Information and Communication Technology (ICT) and the inevitability of telecommuting in the COVID-19 environment, the boundary between working and non-working hours has become blurred. mWork, that is, ICT-based off-hour work, which has increased through the pandemic, affects employees' work attitudes, such as presenteeism. Hence, we designed a study to investigate the antecedents and mechanisms of employee presenteeism from the perspective of the conservation of resources theory. We supported our hypothesis using a sample of 325 Korean office workers obtained through three rounds of time-delay surveys. The results show that presenteeism is higher among employees with high mWork. In addition, employees' mWork increases sleep deprivation and presenteeism, and the exchange ideology of employees reinforces the positive effect of sleep deprivation on presenteeism. Additionally, the higher the level of exchange ideology, the stronger the mediating effect of mWork on presenteeism through sleep deprivation. This study verified the conservation of resources theory by identifying the mechanism by which mWork affects an employee's life, which in turn affects their work, and provides practical implications for managing productivity loss due to presenteeism.

ICT Team Dual-Innovations in the Microlevel of Circular Supply Chain Management: Explicit-Tacit Knowledge, Exchange Ideology, and Leadership Support

An emerging information communication technology (ICT) triggers circular supply chain management (CSCM), there is still much to be addressed effectively, especially at the microlevel of CSCM. The purpose of this article is to build an integrated model for ICT team exploratory and exploitative innovation in the lens of CSCM and circular economy context. Our analysis was supported by 124 industries-ICT teams (368 participants) in Indonesia. We used structural equational model SmartPLS to validate the development model and Sobel approach to confirm the mediation hypothesis. Supply chain manager, ICT department, and industries executive level are suggested to encourage knowledge sharing practices both explicit and tacit knowledge. Firm's supply chain may follow path-goal leaders to promote effectively circular supply chain management. It is also highlighted that exchange ideology as a moderator help leader to understand their team orientation and contribution to knowledge sharing activities and leader's characteristics. We contribute to a microlevel of CSCM context and new understanding of how explicit-tacit knowledge sharing (mediator), exchange ideology (moderator), and leaders support in ICT team exploratory-exploitative innovation, and as new foundation for future studies on cross-CSCM ICT team including encourage more detailed analysis of exchange ideology orientation.

Employee Value Proposition, Exchange Ideology, and Intention to Stay : A Conceptual Analysis

The purpose of this paper was to analyze the preference for EVP attributes from the exchange ideology perspective of an individual, which would, in turn, impact an individual’s intention to stay in an organization. The study extensively reviewed literature and offered a conceptual framework to explain employees’ EVP attributes preference based on their exchange ideology orientation and its impacts on their intention to stay. A literature review established that compensation and career growth are preferred by individuals having a higher exchange ideology which would, in turn, lower their intention to stay. On the other hand, attributes such as training and development, work-life balance, and work environment are preferred by individuals with low exchange ideology, which positively impacts their intention to stay. To establish the validity of the conceptual framework as well as the observations, empirical research on the proposed propositions is required. The study’s implications involved understanding the EVP attributes from employee retention and organizational context. There is a paucity of research on the issue with minimal effort to analyze the relation involving the exchange ideology of individuals and the attributes preferred by them as offered by their employers.

Enhancing Organizational Citizenship Behaviors for the Environment: Integrating Social Identity and Social Exchange Perspectives.

PurposeBased on social identity theory and social exchange theory, this study tests the influence of green organizational identity, exchange ideology and perceived organizational support toward the environment on organizational citizenship behaviors for the environment.MethodsThis study conducted a three-wave survey. The data was collected from 526 employees (95% response rate) across three organizations. Structural equation modeling based on AMOS and hierarchical regression analysis based on Hayes’ PROCESS on SPSS were applied to test all hypotheses.ResultsPerceived organizational support towards the environment had a positive influence on organizational citizenship behaviors for the environment, and green organizational identity played a partial mediating role in this relationship. In addition, exchange ideology moderated the relationship between perceived organizational support towards the environment and green organizational identity, and such that this relationship was strengthened as a result of a high level of exchange ideology.ContributionOverall, these findings contribute to the understanding of the integration of social identity theory and social exchange theory and the ways in which both theories influence organizational citizenship behaviors for the environment.

The relationship between idiosyncratic deals and employee workplace deviance: The moderating role of exchange ideology

Existing research predominantly emphasizes the benefits of idiosyncratic deals (i-deals) for both employees and organizations. On the basis of social exchange theory, we propose a theoretical framework that delineates both the detrimental and beneficial influences of i-deals. We argue that i-deals have mixed effects on employee workplace deviance under the boundary condition of exchange ideology. We collected data in three waves from 259 employees working in a large construction company in northern China. Results reveal that, on the one hand, i-deals were less negatively related to workplace deviance via gratitude when employees had a weak (versus strong) exchange ideology. On the other hand, i-deals were more positively linked to workplace deviance via psychological entitlement when employees had a weak (versus strong) exchange ideology. Our research provides a better understanding of when and how i-deals lead to negative work behaviors.

Leader Exchange Ideology and Employee Trustworthiness as the Antecedents of Empowering Leadership: An Interactionist Perspective

Although organizational scholars have paid considerable attention to the consequences of empowering leadership, only few studies have explored its predictors by asking what makes leaders engage in empowering leadership. As empowering leadership can be a risky behavior for leaders to undertake in their relationships with employees, it is critical to understand its antecedents in order to encourage leaders to engage in empowering leadership in organizations. Drawing on an interactionist perspective and social exchange theory, this study examines how leaders’ exchange ideology and their perception on employees’ trustworthiness directly and interactively affect empowering leadership. Using field data collected from 157 leader-employee dyads in Korea, our results showed the significant positive relationship between employee trustworthiness and empowering leadership. Also, we found the significant interactive effect of leader exchange ideology and employee trustworthiness on empowering leadership. This research contributes to empowering leadership literature by exploring two potential antecedents of it, including leader exchange ideology and employee trustworthiness. Particularly, we demonstrated the importance of employee trustworthiness in promoting empowering leadership, especially with leaders who have a weak exchange ideology. This implies the value of applying the interactionist perspective for a comprehensive understanding of what makes leaders engage in empowering leadership. Further theoretical and managerial implications are discussed.

Exploring the Negative Antecedents of Ethical Leadership and Their Impact on OCB: The Role of Exchange Ideology, Subordinate Psychological Contract Violation, and Overall Organizational Injustice

오늘날 조직은 날로 높아져가는 사회의 윤리적 잣대에 직면해 있다. 이러한 추세에 리더의 윤리적 측면에 대한 학계와 실무진의 관심은 크게 증가해왔으며, 구성원들에게 도덕적 영향력을 행사해 조직 효과성에 기여하는 윤리적 리더십에 대한 주목도 크게 높아지고 있다. 그러나, 윤리적 리더십의 긍정적 성과에 관한 실증연구가 지속적으로 이루어져온데 반하여 윤리적 리더십의 도전과제가 될 수 있는 문제요인에 대한 관심은 매우 부족하였다. 이 연구는 그러한 공백에 주목하여 무엇이 윤리적 리더십의 형성과 실천을 좌절시키는가에 초점을 맞추고 상사의 개인특성, 부하와의 관계, 조직의 특성 차원의 부정적 선행요인이 윤리적 리더십에 미치는 영향력과 그 결과를 실증하고자 하였다. 이를 위해 국내를 대표하는 여러 대기업에 근무하는 일반 사무직 구성원과 그 직속상사 220쌍을 대상으로 설문을 실시하여 자료를 수집하고, 이를 바탕으로 회귀분석 및 부트스트래핑 검증 등을 실시하였다. 분석결과, 상사의 교환이데올로기, 부하의 심리적 계약 위반, 전반적 조직 불공정성이 윤리적 리더십에 부(-)의 관계를 가지는 것으로 나타났다. 또한 윤리적 리더십은 조직시민행동과 정(+)의 관계를 가지는 것으로 나타났다. 나아가 윤리적 리더십은 선행요인과 구성원들의 조직시민행동 간의 관계에서 매개효과를 가지는 것으로 밝혀졌다. 이는 상사의 교환이데올로기, 부하의 심리적 계약 위반, 전반적 조직 불공정성이 윤리적 리더십의 매개를 통해 구성원들의 조직시민행동에 영향을 끼칠 수 있음을 보여준다. 이 연구는 윤리적 리더십의 부정적 선행요인을 조명하고 사회교환이론(Social Exchange Theory) 관점에서 이론적 논거를 제시함으로써 윤리적 리더십을 보다 균형적 시각에서 이해하려는 시도라는 점에서 그 의의를 지닌다. 이상의 연구결과를 바탕으로 윤리적 리더십을 양성하고자 하는 조직에 실무적 시사점을 제시하고 연구의 한계점과 향후 연구방향을 논의하였다.

For Your Sake He Became Poor: Ideology and Practice of Gift Exchange between Early Christian Groups. By Georges Massinelli

<i>For Your Sake He Became Poor: Ideology and Practice of Gift Exchange between Early Christian Groups.</i> By <scp>Georges Massinelli</scp>

Impact of Organizational Justice on Employee Performance Appraisal in the Banking Sector: An Examination of Moderation Effects of Equity Sensitivity and Exchange Ideology

Impact of Organizational Justice on Employee Performance Appraisal in the Banking Sector: An Examination of Moderation Effects of Equity Sensitivity and Exchange Ideology

For Your Sake He Became Poor: Ideology and Practice of Gift Exchange between Early Christian Groups by Georges Massinelli (review)

For Your Sake He Became Poor: Ideology and Practice of Gift Exchange between Early Christian Groups by Georges Massinelli (review)

Knowledge based human resource management and employee creativity: the dual mediation of knowledge sharing and knowledge hiding

Introduction. Employee creativity is an essential element that is required for the dynamic work environments. Companies able to foster employee creativity through knowledge based human resource management practices enhance their competitive advantage over companies who stifle employee creativity. The conceptual model in this paper aims to demonstrate that knowledge sharing and knowledge hiding mediate the relationship between knowledge based human resource management practices and employee creativity. The implementation of knowledge based human resource management practices can lead to increased knowledge sharing and decreased knowledge hiding both of which will result in increased employee creativity.&#x0D; Aim and tasks. The aim of this paper is to build on social exchange theory as the foundational theory for understanding how knowledge based human resource management practices impact employee creativity through the mediators of knowledge sharing and knowledge hiding. &#x0D; Results. In previous research have studied the relationship between knowledge behaviors and employee creativity while accounting for motivational climate, transformational leadership, goal orientation, and various human resource management practices. Many of these factors have traditionally been exogenous variables to the individual employees working in organizations. While social exchange theory implies a dyadic exchange, it would be relevant to examine the endogenous variants within employees that might contribute to differential reactions to reciprocation. It is substantiated that individuals that have different exchange ideologies react differently to organizational support. The first section includes a literature review of the constructs - knowledge based human resource management, knowledge sharing, knowledge hiding, and employee creativity. The second section provides a model focusing on the impact social exchange theory has on the constructs, including theory-based propositions. In reviewing this model, the paper makes theoretical contributions to the constructs and social exchange theory. The final section provides direction for future research and discussion. &#x0D; Conclusions. Creativity is the fuel for the 21st century’s competitive organizations. Researchers and practitioners alike rely on creativity to solve problems and improve products and services around the globe. It is important to deeply understand the antecedents necessary for creativity so that organizations employ systems and process that are conducive for creative production. From the theoretical foundations laid out in this paper, knowledge based human resource management practices will increase employee creativity through increased knowledge sharing and decreased knowledge hiding.

Authoritarian Leadership and Organizational Citizenship Behaviors Beneficial to the Supervisor: The Mediating Role of Relational Energy and the Moderating Effect of Exchange Ideology

조직에서 자신의 권위를 앞세우는 상사, 이른바 ‘꼰대’의 행동은 실제 자주 관찰할 수 있는 상사의행동 중 하나이다. 2019년 영국 BBC 방송에서 꼰대(kkondae)를 ‘자신이 항상 옳다고 믿는 나이 많은 사람, 타인이 항상 틀렸다고 지적하는 사람’으로 한국사회를 잘 보여주는 단어라 소개하였다. 이런상사는 자신의 관리방식이 구성원들의 헌신을 이끌어내고 성과를 극대화시키는 효과가 있다고 여길수 있다. 하지만 구성원들은 통제중심의 권위적인 리더십에 부정적인 반응을 보일 가능성이 크며, 특히최근 조직에 구성원으로 채용되는 젊은 세대일수록 강한 통제 방식이 통하지 않을 뿐더러 자신의 권력과 직위를 강하게 주장하는 꼰대 상사에 도움이 되는 재량적 행동은 더욱 하지 않을 가능성이 높다. 하지만 아직까지 권위주의적 리더의 행동이 상사지향 조직시민행동에 어떤 영향을 미치는지를 살펴본연구는 찾아보기 힘들다. 그에 따라 본 연구는 세 가지 연구의 목적을 가지고 수행하였다. 첫째, 권위주의적 리더십과 구성원의 상사지향 조직시민행동 간의 관계를 실증하는 것이다. 둘째, 권위주의적 리더십과 상사지향 조직시민행동 사이에서 관계적 에너지의 매개기능을 확인하여 권위주의적 리더십의 영향력 과정에 대한 설명력을 향상하고자 했다. 셋째, 권위주의적 리더십이 관계적 에너지를 거쳐 상사지향 조직시민행동에 이르는 과정에서 이를 조절할 수 있는 요인으로 구성원의 교환 이데올로기를 선정하여 리더십 효과에대한 역동성을 밝히고자 했다. 가설검증을 위해 육군 간부 중 직속상사-구성원 188쌍을 대상으로 수집한 자료를 이용하였다. 위계적 회귀분석과 SPSS Macro를 활용하여 분석한 결과 권위주의적 리더십은 구성원의 상사지향 조직시민행동에 부(-)적인 영향을 미쳤으며, 관계적 에너지가 매개역할을 하는 것을 확인하였다. 또한 교환 이데올로기의 조절효과 검증결과, 구성원의 교환 이데올로기가 높을수록 관계적 에너지와 상사지향 조직시민행동 간의 정(+)적인 효과가 더 강하게 나타났다. 본 연구는 권위주의적 리더십이 구성원의 상사지향 조직시민행동에 어떤 영향을 미치는지 확인하고, 이 과정에 내재된 영향력 과정과 구성원의 교환 이데올로기의 조절효과를 밝힘으로써 변수들 간의 관계에 대한 지식을 확장하는데 기여한다. 아울러 조직의 성과로 이어질 수 있는 상사지향 조직시민행동수행을 낮출 수 있는 권위주의적 리더십의 부정적인 영향을 확인하여 조직에 실무적인 시사점을 제공하였으며, 마지막으로 연구의 한계 및 향후 연구 방향에 대해 논하였다.

Social Learning in Empowering Leadership: A Moderated Mediation Analysis

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.

Servicing through digital interactions andwell-being in virtual communities

PurposeApplying social exchange theory as the theoretical basis, this paper aims to examine the impacts of two forms of digital social interaction on social well-being and helping behavior of customers: moderator–customer interaction quality and customer–customer social support. Furthermore, this paper investigates customer exchange ideology as a moderator of these impacts.Design/methodology/approachThis paper adopted a purposive sampling method for survey materials sent to customers of firm-hosted virtual communities (FHVCs) using a consumer panel service company. The self-administered survey was developed from existing scales, and 265 usable responses were obtained.FindingsBoth forms of digital social interaction within FHVCs positively impact social well-being, which in turn positively influences helping behavior in the community. Social well-being is decomposed into social integration and social contribution, and each partially mediates the impact of customer–customer social support and moderator–customer interaction quality on helping behavior. This finding provides greater explanatory power for the role that digital social interactions have in predicting customer helping behavior in an FHVC. In addition, an exchange ideology positively moderates the impact of customer–customer social support on helping behavior via social integration.Originality/valueThis paper demonstrates that resource exchange dynamics occur digitally within FHVCs, which then affect social well-being and helping behaviors in customers. From a practical point of view, this study indicates the potential that digital interactions have in generating social and economic value through helping behaviors.

Social exchange relationships and exchange ideologies of employees and supervisors: A three‐way interaction toward employee creativity

AbstractThis study aims to better understand the effects of social exchange relationships between employees and their organizations (perceived organizational support [POS]), and their leaders (leader–member exchange [LMX]) on their creativity. To this end, we investigated how exchange ideologies of employees and supervisors affect the relationship between POS/LMX and employee creativity using a three‐way interaction test. Building on the social exchange theory, the results from our sample of 254 leader–employee dyads indicated that the relationship between POS/LMX and employee creativity is significantly more positive for an employee with strong exchange ideology than for an employee with weak exchange ideology. Moreover, POS and LMX had the strongest positive relationships with creativity when both employees and supervisors had higher levels of exchange ideology. The implications of our results and future research directions are discussed.

Is Ethicality Itself a Boundary Condition for Ethicality: The Complementary Role of Employees’ Exchange Ideology and Moral Awareness in Restricting the Effect of Ethical Leadership in Reducing Workplace Deviance

Ethical leadership (EL) seems to be effective in reducing workplace deviance, questions remain as to whether its benefits are consistent across all situations. Specifically, whether its effectiveness remained in an already ethical environment. In this investigation, we explore two important boundary conditions of ethical leadership that are themselves related to ethicality. We first explore how employees’ moral awareness (MA) may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may be reduced. We also contended that Employees’ Exchange Ideology - the strength of an employee’s belief that the work effort should depend on treatment by the organization- also reduces EL effectiveness. This norm of reciprocity may not be ethical, as the leader’s positive or negative efforts towards employees may divert them from doing what is morally right to reciprocate. However, not all individuals value reciprocity to the same degree, hence higher Employees’ Exchange Ideology (EEI) may be another boundary condition of EL effectiveness. We conceptualize this framework by modifying Gok et. al. (2017) model to add Employees’ Exchange Ideology as a moderating factor along with Moral Awareness. Workplace Deviance was measured by organizational directed deviance (OD) and supervisor directed deviance (SD). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 310 employees working in different organizations in Pakistan and was analyzed using confirmatory factor analysis and structured equation modeling. Results indicated a significant negative complementarity of EEI, in the effect of EL on both dimensions of workplace deviance. This suggested, higher EEI seems to limit the effect of EL on organizational and supervisor-directed deviance. However, the moderating effect of MA was not substantiated for Pakistan. EEI also seems to have a positive effect on both OD and SD, while, SD seems to have a positive effect on OD. Interestingly, EL seems to be causing rather than reducing both OD and SD in the Pakistani environment.

Is Ethicality Itself a Boundary Condition for Ethicality: The Complementary Role of Employees' Exchange Ideology and Moral Awareness in Restricting the Effect of Ethical Leadership in Reducing Workplace Deviance.

Ethical leadership (EL) seems to be effective in reducing workplace deviance, questions remain as to whether its benefits are consistent across all situations. Specifically, whether its effectiveness remained in an already ethical environment. In this investigation, we explore two important boundary conditions of ethical leadership that are themselves related to ethicality. We first explore how employees’ moral awareness (MA) may lessen the need for ethical leadership. Drawing on substitutes for leadership theory, we suggest that when individuals already possess a heightened level of moral awareness, ethical leadership’s role in reducing deviant actions may be reduced. We also contended that Employees' Exchange Ideology - the strength of an employee’s belief that the work effort should depend on treatment by the organization- also reduces EL effectiveness. This norm of reciprocity may not be ethical, as the leader's positive or negative efforts towards employees may divert them from doing what is morally right to reciprocate. However, not all individuals value reciprocity to the same degree, hence higher Employees' Exchange Ideology (EEI) may be another boundary condition of EL effectiveness. We conceptualize this framework by modifying Gok et. al. (2017) model to add Employees' Exchange Ideology as a moderating factor along with Moral Awareness. Workplace Deviance was measured by organizational directed deviance (OD) and supervisor directed deviance (SD). Empirical validity was established by conducting a survey using a close-ended questionnaire. Data was collected from 310 employees working in different organizations in Pakistan and was analyzed using confirmatory factor analysis and structured equation modeling. Results indicated a significant negative complementarity of EEI, in the effect of EL on both dimensions of workplace deviance. This suggested, higher EEI seems to limit the effect of EL on organizational and supervisor directed deviance. However, the moderating effect of MA was not substantiated for Pakistan. EEI also seems to have a positive effect on both OD and SD, while, SD seems to have a positive effect on OD. Interestingly, EL seems to be causing rather than reducing both OD and SD in the Pakistani environment.

Self-Sacrificial Leadership and Creativity: The Mediation Effect of Felt Obligation and the Moderating Effect of Exchange Ideology

Self-Sacrificial Leadership and Creativity: The Mediation Effect of Felt Obligation and the Moderating Effect of Exchange Ideology

Sustaining Collaborative Effort in Work Teams: Exchange Ideology and Employee Social Loafing

To sustain the effort of work team members as a collaborative resource over time, organizations need to avoid the social loafing of employees. Recognizing the importance of this relationship, we investigated both individual (i.e., exchange ideology) and situational factors (i.e., task visibility and professional respect) that influence employees’ attitudes toward social exchange and team collaboration and thus their social loafing. Using survey responses of 223 employee–supervisor dyads in South Korean firms, hierarchical regression analyses demonstrated that employees with a low exchange ideology were unlikely to engage in social loafing. In addition, exchange ideology interacted with both task visibility and professional respect to influence social loafing. Specifically, task visibility was negatively associated with social loafing, and this effect was stronger when employees were low, rather than high, in exchange ideology. Moreover, professional respect was negatively associated with social loafing, and this effect was stronger among those low in exchange ideology. Thus, a low level of exchange ideology can reduce social loafing and can also enhance the potential for task visibility and professional respect to strengthen effort levels. Accordingly, this study suggested that individual characteristics, especially exchange ideology, are important in reducing social loafing and clearly stated what managerial guidelines can be implemented to practically reduce social loafing.

To engage or not? Antecedents of employee engagement in Sri Lanka

This study integrates the resource demand and social exchange perspectives and assesses if employer brand, organizational politics, self‐efficacy, and family‐work conflict predict employee engagement. Furthermore, this paper examines the impact of boundary conditions of employee engagement by focusing on exchange ideology and gender. Data were collected using questionnaires from 411 managerial employees working in licensed commercial banks in Sri Lanka. The results revealed that employer brand, perceived organizational politics, and self‐efficacy were significantly related to employee engagement. The results, however, did not support the negative relationship between family‐work conflict and employee engagement or the moderating effect of gender on the relationship between family‐work conflict and employee engagement. But, exchange ideology moderated the relationship between employer brand and employee engagement albeit contrary to the hypothesized directions. The implications of this research, possible limitations and directions for future research are also discussed.