Lens Of Social Exchange Theory Research Articles

Impact of Principals' Leadership Behaviors on Teachers' Job Satisfaction and Performance: Multiple-Case Study of Kindergartens in China Through the Lens of Social Exchange Theory

Impact of Principals' Leadership Behaviors on Teachers' Job Satisfaction and Performance: Multiple-Case Study of Kindergartens in China Through the Lens of Social Exchange Theory

Social Exchanges in Family Businesses: A Review and Future Research Agenda

Different social exchange relationships among family members and between family and non-family stakeholders influence individual, group, and family-firm outcomes. Although many studies provide insights into social exchange relationships in family businesses, these studies are scattered across multiple literatures. Using the lens of social exchange theory, we review and organize 74 such studies. After discussing what is known and what gaps remain, we juxtapose our review with new theorizing about social exchanges to elicit research opportunities for family business research and for leveraging the family business context to “give back” to social exchange theory.

Assessing the economic impact of cross‐sector collaboration: A case study of United Way

AbstractDetermining how to best measure cross‐sector collaboration (CSC) impact and performance has long been a prevalent topic of discussion for both practitioners and researchers. However, there is a lack of consensus in practitioner journals and academic research in how CSC results should be monitored, reported, and evaluated. Using a case study approach, this article describes how to measure the economic impact of nonprofits and CSCs using both granular and broad metrics to better understand how a nonprofit involved in a CSC can impact the regional economy in which it operates. Using the lens of social exchange theory, this study explains how measured results translates into a tangible community benefit via a multiplied economic impact. This study presents a clear framework for measuring and comparing the results of CSCs. The findings show a potential need to take the population of service regions into consideration in order to drive economic impact. In addition to providing an approach to measuring CSC results this work also extends social exchange theory and CSC research into new directions.

The effect of remote work on millennials’ organizational commitment: the moderating role of shared leadership and followership

PurposeThis study aims to explore the impact of remote work (RW) on millennials’ organizational commitment (OC) by addressing four research gaps identified in existing studies. Drawing on social exchange theory (SET), the authors also investigate if millennials are well-suited for RW environment and how shared leadership (SL) and followership moderate the relationship between RW and millennials’ OC.Design/methodology/approachA survey was conducted involving 154 millennial employees. Confirmatory factor analysis and hierarchical multiple regression analysis were performed to investigate the moderating effect of SL and followership on the relationship between RW and millennials’ OC.FindingsThe results reveal that millennials’ OC increases with the degree of RW. Moreover, both SL and followership exhibited a moderating effect on the RW-millennials’ OC relationship, emphasizing their importance in shaping millennials’ OC.Research limitations/implicationsWhile the effect of RW on individual-level outcomes remains controversial, this study sheds light on the positive impact based on millennials' characteristics and suggests strategies to strengthen their OC in remote working environments. However, due to the cross-sectional nature of our research, a longitudinal study would be valuable to provide deeper insights.Originality/valueThis study contributes to the field of organizational behavior (OB) by connecting millennials’ traits with SL and followership, offering valuable insights into strengthening their OC within the context of RW through the lens of SET. By addressing and filling the four identified research gaps, our research advances knowledge in the improvement of millennials’ OC within the RW environment.

Sustainability Amplified: Servitization, Integration and Buyer-Supplier Nexus

This study examines the dynamics of buyer-supplier relationship connectors and sustainable supply chain performance, with the moderating role of the level of Servitization and the mediating role of Supply Chain Integration. A purposive sampling survey conducted by a well-structured questionnaire has been administered through a sample of 120 organizations. The manufacturing industries of Pakistan, including, automotive, textile, chemical, electronics, and pharmaceutical were selected for data collection. Using the theoretical lens of Social Exchange Theory, the outcomes reveal that a positive relationship exists between buyer-supplier relationships and sustainable supply chain performance. The results imply that companies that actively engage in building strong and collaborative relationships with their suppliers are expected to achieve higher levels of sustainability in their operations. Moreover, through a mediated moderating model, supply chain integration and servitization emerged as significant mediators and moderator among buyer-supplier relationships and sustainable supply chain performance. Besides the theoretical contribution, this study offers substantial evidence to policymakers regarding how to improve and reshape their relations to accomplish supply chain integration and enhance sustainable supply chain performance.

Memahami Dampak Media Sosial terhadap Komunikasi Interpersonal: Pendekatan Teori Komunikasi

The use of social reality construction theory as an addition to social exchange theory is a significant step towards understanding more deeply the impact of social media on interpersonal communication. Social reality construction theory offers a powerful perspective on how social media can shape individuals' perceptions of the reality around them. In this research, the literature method is used with a focus on reviewing and analyzing literature related to the impact of social media on interpersonal communication. The research aims to conduct a critical review of interpersonal communication theory and analyze how this theory has implications for social relationships in the digital era. This research shows that overall, changes in patterns of social relations that arise as a result of social media can be understood through the lens of social exchange theory. Social media provides a platform for information exchange, support, and social interaction, however, the impact is the emergence of dynamics that can sometimes sacrifice the depth and quality of traditional interpersonal relationships.

What type of leadership is more effective for managing change during force majeure? Achieving organizational effectiveness during the pandemic

Purpose Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe. Hence, it was important to identify effective leadership styles to successfully manage the transformational process during the period. Therefore, the current study aims to explore and compare the effectiveness of transformational and ethical leadership (EL) in terms of achieving organizational goals during COVID-19 in public and private sector organizations in Pakistan. Design/methodology/approach Comparative research was carried out to find out the effectiveness of transformational and EL during and pre-COVID-19 in public and private sector organizations using the lens of social exchange theory. Data was collected from 214 respondents representing 67.6% of public and 32.4% of private sector organizations of Pakistan at two different points in time. Detailed comparative analyses were conducted in AMOS version 24 to assess the effectiveness of leadership styles before and during COVID-19 times. Findings On the whole, transformational leadership (TL) was found to have a greater impact on organizational effectiveness (OE) in comparison with EL in both pre-and during COVID-19 situations. Moreover, the effectiveness of TL significantly increased and the same decreased for EL during COVID-19. Additional analyses indicated that TL was effective for the private sector and EL for public sector organizations during COVID-19. Research limitations/implications The study has not considered the mediating mechanisms of employee motivation, engagement and performance in the relationship between transformational and EL styles and OE, which can be explored in the future. Practical implications These results have important implications for private and public sector organizations and suggest that the adoption of a TL style will generate better results in the private sector and an EL style in public sector organizations to achieve OE in uncertain situations such as COVID-19. Social implications The study shows that leadership with more care and concern for humanity tends to perform better in terms of generating results for OE. Therefore, both transformational and EL are based on individualized consideration for employees and are effective during COVID-19 in private and public sector organizations in Pakistan. Originality/value The study has carried out the comparative analyses in three different ways, including leadership styles (transformational and ethical), type of organization (private and public) and time frames (pre and during COVID-19), which is a true contribution of the research in the Pakistani context.

Does Workplace Spirituality Foster Employee Ambidexterity? Evidence from IT Employees

Incorporating spirituality into the workplace positively affects employees’ physical, psychological, mental, and spiritual well-being, hence contributing to sustainability. With this background, the objective of this study is to broaden our understanding of workplace spirituality and its association with employee ambidexterity through the theoretical lens of social exchange theory. It also examines the underlying mediational mechanism of employee perception of managerial trustworthiness and the moderating role of psychological distance A total of 384 Information Technology (IT) professionals participated in the study. Data were analyzed using Smart-PLS. It was found that workplace spirituality has a positive association with employee ambidexterity. Further, employee perception of managerial trustworthiness partially mediated the relationship between workplace spirituality and employee ambidexterity. Surprisingly, psychological distance did not moderate the relationship between workplace spirituality and employee perception of managerial trustworthiness. However, psychological distance moderated the relationship between workplace spirituality and employee ambidexterity. This study is an attempt to broaden the frontiers of workplace spirituality research, and it provides critical insights into how workplace spirituality fosters employee ambidexterity via employee perception of managerial trustworthiness. The findings also contribute to the scant research on the moderating role of psychological distance. Although studies have emphasized the need to explore the positive consequences of workplace spirituality, scant attention has been paid to its association with employee ambidexterity. To the best of our knowledge, no prior examination has been done on such a model, making our study unique and novel.

Organization Citizenship Behavior: Mediation towards Leadership Styles and Employees Engagement at Workplace in healthcare through the Lens of Social Exchange Theory

This research study explores the role of OCB on leadership and employee engagement. The aims of the study was to investigate the mediating role of organization citizenship behavior on the leadership styles and employees’ engagement at work place in health organizations through the lens of social exchange theory. A structured questionnaire has been prepared strictly in line with the extracted variables and guidelines for questionnaire construction. The primary data was collected through a closed-ended questionnaire, distributed among healthcare professionals in Lady Reading Hospital Peshawar and Shifa International Hospital Islamabad. The Bivariate correlation and multiple regressions were used in this study and the result shows a significant relationship between variables. The study found partial mediation between variables during analysis. Yet, the results and findings are only valuable for Pakistani healthcare institutions because data was collected from public and private sector hospitals in Peshawar and Islamabad.

The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market

The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours—i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.

Project Success and Transformational Leadership: Evaluating the Mediating Impact of Subordinates' Innovative Work Behaviour and Knowledge Sharing Behaviour

For the past twenty years, researchers have concentrated on project success. Concern over the elements that affect project success is on the rise. The study's specific goal was to ascertain how innovative work behaviours and knowledge-sharing behaviours of subordinates played a mediating role in the relationship between transformational leadership and project success. A post-positivist strategy is used in this cross-sectional analysis of theoretical models. Between January and June 2022, information was gathered through purposeful sampling from 60 small and medium-sized firms. The firms that were contacted range widely in size, industry, and speciality. This study distributed 550 questionnaires comprised of 4 scales to 120 organizations; 375 were returned, out of which 350 were valid. The findings demonstrate that transformative leadership is significantly associated with project success. In addition, knowledge sharing and innovative subordinate work behaviour considerably mediate this relationship. This study stressed that transformational leaders may encourage their people by maintaining team communication and cohesion regardless of the circumstances. In addition, education and training in soft skills enhance subordinates' knowledge sharing and innovative work behaviour, and their combination with transformational leadership is a more effective predictor of project success. Future research can use longitudinal analysis by examining other potential variables in different economies and communities. Through the lens of social exchange theory, the findings of this study make a novel addition by elucidating the limited understanding of the effect of transformational leadership on project success as mediated by knowledge sharing and innovative work behaviour.

Job Satisfaction and Organizational Commitment of Teacher-Researchers through Organizational Citizenship Behavior: A Literature Review

In recent decades, the rapid growth of research on organizational citizenship behavior has had a significant and valuable impact in the educational context. This study proposes to explore and review the existing literature on organizational citizenship behavior, a new movement that has recently emerged in the field, emphasizing the positive aspects of behavior in the pursuit of progress and development of individuals, organizations, and society, whose main effects can be observed in academic and applied research. Specifically, the study aims to: 1) review and identify the conceptualization of OCB and its various constructed forms in the literature; 2) summarize empirical findings of the antecedents and consequences of OCB through the lens of social exchange theory; 3) identify several interesting directions for future research and 4) be a valuable contribution to the literature on organizational citizenship behavior in the Moroccan university context.

Inclusive Leadership in Relationship with Psychological Distress, Organizational Climate and Social Intelligence: A Theoretical Framework Study

The chain of global change phenomena occurring in life today has resulted in the urgent need to place world-class education as outlined in the Malaysia Blueprint 2013-2025. Hence, the Ministry of Education installed high-performing leaders in all schools by adopting the Transformative leadership style. The post-pandemic crisis is still haunting the lives of everyone, including teachers1 in schools. The urgency of change makes many teachers experience psychological distress. Therefore, the call to conduct research holistically in leadership, management, and resources to overcome the issue. Hence, this article describes a theoretical framework based on gaps and limitations in most past literature. The theoretical lens of social exchange theory contributes to the relationship between Inclusive Leadership, psychological stress, organizational climate and Social Intelligence. Eventually, the Inclusive Leadership style is not yet widely practiced in schools compared to the Transformational leadership style practiced since 2013. Based on literature reviews, this theoretical framework study uses to investigate Inclusive Leadership in curbing psychological distress among school teachers through organizational Climate and Social intelligence mediation. Therefore, the study of this theory aims to contribute to the field of Educational Leadership and Crisis management. And also beneficial not only to the Ministry of Education and to humankind.

Access or collaboration? A typology of sharing economy

Being an emergent concept, sharing economy (SE) lacks granularity in its conceptualization. This study offers a typology to delineate the boundaries of this phenomenon and thereby helps in achieving conceptual clarity. Using the lens of social exchange theory, a typology of SE is developed to trace the boundaries and crystalize its contour. The logical delineation attempts to resolve the extant ideological tensions within SE. A two-level analysis employing nine defining characteristics of exchange derived from the theoretical framework of the anatomy of exchange is used for this purpose. Two distinct styles of sharing – collaborative consumption (CC) and access-based consumption (ABC) are identified. It is further sub-classified into eight discrete modes of sharing types: six of CC and two of ABC. The proposed framework identifies a neglected but relevant SE practice - hybrid access.

Online brand detraction in an online opinion platform

While most studies focus on positive consumer-driven brand outcomes, this study set out to understand a negative consumer-driven brand outcome - online brand detraction (OBD). Through the lens of social exchange theory, OBD was operationalized and compared to its direct opposite manifestation - online brand advocacy (OBA). A big data, qualitative analysis, with a longitudinal approach was used to understand OBD in an online opinion platform (OOP). Four key dimensions of OBD were found: brand negativity, brand attack, negative brand knowledge and experience sharing, and virtual visual cues. These dimensions are polar opposites of OBA - a highly sought-after organic form of user-generated content. Both OBD and OBA are required for authentic social exchanges in OOPs. The study provides brand managers with insights to better identify and understand OBD, suggesting a necessity for the development of an OBD scale to measure the construct. Theoretical and practical implications, and future research suggestions are discussed.

Reframing the performance management system: a conversations perspective

PurposeTo explore human resource (HR) practitioner perspectives of the effectiveness, challenges, and aspirations of the performance management (PM) system to inform future directions for PM design and success.Design/methodology/approachInterviews with 53 HR practitioners from a cross-section of organisations operating in the United Kingdom, Canada and New Zealand.FindingsPractitioner's discussed the criticality of effective conversations across all elements of the PM system. Using an interpretive approach, and through a lens of social exchange theory (SET), we used their voice to develop a conversations-based PM model. This model centres on effective performance conversations through the design and implementation of the PM system. It includes four enablers and five environmental elements. The enablers (aligned goals, frequent feedback, skills development, and formality) depend on skilled interactions and conversations, and the organisational environmental elements (design, development function, buy-in, culture, and linkage to other systems) are enhanced when effective conversations take place.Practical implicationsPractitioners can use the conversations model to help shape the way they design and implement PM systems, that place emphasis on upskilling participants to engage in both formal and informal honest conversations to build competency in the enablers and assess organisational readiness in terms of the environmental elements.Originality/valueBy listening to the under-utilised voice of the HR practitioner, and through a lens of SET, we developed a PM model which emphasises reciprocity and relationship building as key tenets of the PM system. While past research recognises the importance of effective conversations for PM implementation, it has largely silent been about the role of conversations in system design. Our model centres these conversations, presenting enablers and environmental elements to facilitate their core position within effective PM.

“Is compassion an answer to the hiding problem?” Role of psychological danger and compassion training in knowledge hiding behavior

PurposeThe purpose of this paper is twofold, first is to conceptualize the role of “psychological danger” and the consequent “interpersonal distrust” as the cause of knowledge hiding in organizations. Second, it proposes the role of “compassion” training to tackle this challenge to knowledge hiding. Thus, the overall idea contributes to the ongoing conversation on knowledge hiding and provides new insights into tackling the same.Design/methodologyThis paper uses an integrative review technique to conceptualize the proposed relationships for model development. Extant work on knowledge hiding and its antecedents were reviewed to propose the new antecedents and outline how the compassion training may help combat the challenge posed. A theoretical lens of social exchange theory forms the basis for the proposed relationship.FindingsThis study forwards the reasons for knowledge hiding and the ways to tackle it. We observe that “psychological danger” (opposite of psychological safety) might lead to an interpersonal distrust between employees, and this may finally lead to knowledge hiding behavior. This interpersonal transaction leading to hiding behavior could be regulated by the compassion developed in an employee via training.OriginalityAlthough the research on “knowledge hiding” is progressing, there is still a lack of focus on findings answers to the challenges of the way “knowledge hiding” behavior is triggered. This study is unique in its proposal of an organizational intervention of “compassion” to tackle knowledge hiding.Research implicationsThis study proposes a new set of antecedents to the knowledge hiding behavior. It also conceptualizes a moderated mediation model that could be tested in future research. Future studies may employ an intervention-based experimental or longitudinal survey research to study the proposed relationship.Practical implicationsThis research takes cognizance of the challenge organizations face due to knowledge hiding behavior and how it degrades the knowledge management systems. It proposes that if employees are provided with compassion training, it may help check the issue of “knowledge hiding.”

Solidarity in Action at a Time of Crisis: The Role of Employee Voice in Relation to Communication and Horizontal Solidarity Behaviour

AbstractSolidarity behaviour (SB) among employees is important in building a sense of community in organizations, particularly within a crisis context where adverse working conditions prevail. However, we have limited knowledge concerning how SB develops. Using the lens of social exchange theory, this study examines how top‐down communication and employee voice relate to horizontal (employee to emplCoyee) SB. We conducted two comprehensive studies during the Greek economic crisis and found that the relationship between top‐down employee communication and horizontal SB is mediated by employee voice. The paper extends our existing knowledge in the fields of management and human resource management by advancing our understanding of horizontal SB, highlighting the role of top‐down employee communication as an effective human resource practice and delineating the role of employee voice in fostering workplace camaraderie in small and medium‐sized enterprises under crisis.

Dynamics of millennial employees' communicative behaviors in the workplace: the role of inclusive leadership and symmetrical organizational communication

PurposeWith a focus on millennial employees, this study investigates how employees engage in two types of employees' communicative behaviors (ECBs), that is, their voluntary communicative efforts to acquire and circulate tasks and managerial information (i.e. scouting) and to share and discuss positive and negative aspects of their organization with internal members (i.e. internal megaphoning). Through the lens of social exchange theory (SET) and symmetrical communication model, this study examines the effects of inclusive leadership and internal communication on active information behaviors of employees within their companies.Design/methodology/approachAn online survey was conducted with fulltime millennial employees working across various industry sectors in the US.FindingsSymmetrical internal communication influenced by inclusive leadership enhances employees' scouting behavior as well as positive internal megaphoning behavior. Positive and negative internal megaphoning with supervisors increases the scouting behavior of employees, whereas negative internal megaphoning with peers does not have a significant effect.Originality/valueThis study is among the first attempts to examine the effectiveness of leadership and strategic internal communication on millennial employees' diverse types of communicative behaviors.

Fostering Creativity and Work Engagement Through Perceived Organizational Support: The Interactive Role of Stressors

The increasing interest of organizations in innovating and surviving during stressful work environments has led scholars to ponder ways to increase employee’s creativity. The study aims to empirically examine the relationship between perceived organizational support (POS) and employee creativity through work engagement and the moderating effect of challenge and hindrance stressors. The theoretical lens of social exchange theory was used to explain the study framework. Data was collected from 324 marketing personnel of the beverage and telecom sector in Pakistan and analyzed using structural equation modeling (SEM) with AMOS. The findings revealed that the direct relationship between POS with work engagement and employee creativity and work engagement with employee creativity was significant. Interestingly, the moderator has shown a prominent effect, which illustrated that low hindrance stressors strengthened the relationship between POS and work engagement. The study contributes by enhancing the employee’s creativity by reducing stressful working environments in many ways.