A Study of Exchange and Emotions in Team Member Relationships

Tse, Herman H. M.; Dasborough, Marie T.

doi:10.1177/1059601106293779

Cited by 141 publications

(131 citation statements)

References 40 publications

(72 reference statements)

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“…This study shows that positive orientations toward workplace friendship are reflected in organizational efforts to foster closer workplace relations. As Tse & Dasborough (2008) suggest, managers should organize and coordinate social gatherings, such as picnics, happy hours after work, barbecues, parties, and sports activities to help promote friendship formation within teams.…”

Section: Implications For Practicementioning

confidence: 99%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

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234

175

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This paper seeks to advance research on interpersonal exchange relationships between supervisors, subordinates, and coworkers at work by integrating social exchange, workplace friendship, and climate research to develop a multi-level model. We tested the model using hierarchical linear modeling (HLM) with data obtained from a sample of 215 manager-employee dyads working in 36 teams. At the individual level, leader-member exchange (LMX) was found to be related to workplace friendship. Further, workplace friendship was positively related to team-member exchange (TMX) and mediated the LMX-TMX relationship. At the team level, HLM results indicated that the relationship between LMX and workplace friendship was moderated by affective climate. These findings suggest that high-quality LMX relationships are associated with enhanced workplace friendship between employees, especially when the affective climate is strong.

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Section: Implications For Practicementioning

confidence: 99%

A multi-level analysis of team climate and interpersonal exchange relationships at work

Tse¹,

Dasborough²,

Ashkanasy³

2008

The Leadership Quarterly

Self Cite

234

175

View full text Add to dashboard Cite

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“…In recent years, SET has received increased attention in organisational research context as it provides the conceptual underpinnings for understanding employee's workplace attitude (e.g. Setton et al 1996;Tse and Dasborough, 2008;Wayne et al 2002) and is able to provide explanations of employee's positive outcomes (e.g. Barlett, 2001;Kang and Stewart, 2007).…”

Section: Literature Review Social Exchange Theory (Set)mentioning

confidence: 99%

Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong

Chiu

2013

CEB

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Though extant literatures in other sectors point to the fact that job satisfaction and organisational commitment are important for determining individual and organisational outcomes, limited related research has been conducted amongst Hong Kong quantity surveyors. Given cooperative working arrangement in the profession, work group identification is regarded as an important antecedent for determining job satisfaction and organisational commitment. The aim of this study is to examine whether work group identification improves job satisfaction and organisational commitment. A questionnaire survey is conducted to collect data from quantity surveyors working in private sector. A total of 71 valid responses are obtained from 509 contacted quantity surveyors in Hong Kong and used for the study. Bivariate correlation and multiple regression analyses are performed for indicating the significance of relationships amongst the variables. Data analysis results support most hypotheses. Work group identification is found to have significant positive influence on job satisfaction, affective and normative commitment. The finding is a step for surveying companies towards improving quantity surveyor's job satisfaction and commitment level. The roles of other contextual and organisational factors on job satisfaction and organisational commitment need to be subject to future research.

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“…Besides task-oriented exchanges, team members also perform team-oriented exchanges [36], in which they experience positive and negative emotions through interactions with others [12]. For high-quality social exchanges to emerge, team members should show positive emotions manifested in behaviors that are participative, cooperative, communicative, or forgiving [11].…”

Section: H1: Team Members Converging On Self-generated Ideas Report Hmentioning

confidence: 99%

Convergence on Self-Generated vs. Crowdsourced Ideas in Crisis Response: Comparing Social Exchange Processes and Satisfaction with Process

Seeber

Merz

Vreede

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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A Study of Exchange and Emotions in Team Member Relationships

Cited by 141 publications

References 40 publications

A multi-level analysis of team climate and interpersonal exchange relationships at work

A multi-level analysis of team climate and interpersonal exchange relationships at work

Improvement of job satisfaction and organisational commitment through work group identification: an examination of the quantity surveyors in Hong Kong

Convergence on Self-Generated vs. Crowdsourced Ideas in Crisis Response: Comparing Social Exchange Processes and Satisfaction with Process

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