Another Look at Social Exchange: Two Dimensions of Reciprocity

Cropanzano, Russell; Anthony, Erica L.; Daniels, Shanna R.; Hall, Alison

doi:10.5465/ambpp.2014.10144abstract

Cited by 5 publications

(5 citation statements)

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“…Social exchange tends to engender feelings of personal obligation, gratitude, and trust. Accordingly, SET's core concept of reciprocity (Cropanzano, Anthony, Daniels, & Hall, ) is likely to be important in understanding the effects of PO.…”

Section: Future Research Agendamentioning

confidence: 99%

Psychological ownership: A review and research agenda

et al. 2015

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The concept of psychological ownership (PO) reflects a state in which individuals feel as though the target of ownership (e.g., job or organization) is theirs. In recent years, there has been an expansion of research linking PO with a range of desirable employee attitudes and behaviors. However, the theoretical foundations of the construct, its measurement, the factors that influence its development, and when and how it influences outcomes are areas of continued debate in the literature. In this article, we provide a narrative review of extant PO literature with the aim of developing a research agenda that encourages scholars to target opportunities for future research. In particular, we highlight the need for continued refinement of the conceptualization and measurement of PO, and development of its nomological network. In addition, we call for greater investigation of PO towards different objects or foci; examination of possible multilevel applications of PO research; identification of potential boundary conditions of PO; and exploration of the influence of culture and individual differences on the development and influence of PO. We also introduce alternative theoretical approaches for understanding and investigating PO. In doing so, we provide a roadmap for scholars to progress the development of the field.

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Section: Future Research Agendamentioning

confidence: 99%

Psychological ownership: A review and research agenda

et al. 2015

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“…Individuals with high interpersonal influence are more likely to influence and control the choices of others (Ferris et al, 2005(Ferris et al, , 2007. The main principle of social exchange theory is that interdependence and mutual obligations determine the form of their relationship (Cropanzano et al, 2014). High interpersonal influence entrepreneurs know how to delegate the appropriate help or resources to the resource-owned persons according to their different personalities and needs, leading to the desired response (the owned-resource persons give the needed or necessary help/resources toward the new venture).…”

Section: Interpersonal Influence and Social Networkmentioning

confidence: 99%

Social Entrepreneur’s Psychological Capital, Political Skills, Social Networks and New Venture Performance

2020

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Scholars have begun to realize the importance of entrepreneurial political skills to new ventures. Namely, social entrepreneurship is a context, in which entrepreneurs expend great efforts in networking politically to integrate diverse resources and share interests (e.g., ecology wellness) for sustainability. In this paper, we integrate the social exchange theory and the resource-based view to discuss how social entrepreneurs' political skills enhance new ventures' performance through their social network (size/diversity and structural holes), and discuss how psychological capital in entrepreneurial contexts can influence new venture performance by political skills' functionality. By connecting significant entrepreneurship research constructs at different levels, this article not only enriches our knowledge about the ways in which social entrepreneurs' political skills and psychological capital affect the performance of ventures, but also offers new ventures some guidance on how to use political skill to improve their social networking and performance. Implications for social entrepreneurial sustainability are discussed.

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“…Compared with the other leadership styles, inclusive leadership is more willing to encourage and appreciate the contributions of workers, and often actively accepts their views and opinions [70]. Based on the social exchange theory, when knowledge workers feel the trust, encouragement and respect from leaders, they will have a sense of responsibility to repay the organization and will work efficiently and innovatively [55,71]. In addition, inclusive leaders are willing to actively encourage knowledge workers to participate in decision-making and support them to use new methods to solve problems, which also helps them to give full play to their creativities.…”

Section: The Influence Of Inclusive Leadership On Innovation Performa...mentioning

confidence: 99%

“…Compared with other types of leadership, workers can gain more respect, trust and security from inclusive leaders, which also helps themselves to enhance the confidence and enthusiasm for work, and thus to show the craftsman spirit of continuing to improve and pursue excellence [37,38]. According to social exchange theory, when workers obtain spiritual encouragement and support from their leaders, they are more likely to have a sense of responsibility in return [54,71], so as to show a more serious and responsible working attitude at work. In addition, self-determination theory also believes that when the working environment can meet the basic needs of workers, they will take more initiative to make behaviors beneficial to themselves or the development of enterprises [30,91,92].…”

Section: The Intermediary Role Of the Craftsman Spiritmentioning

confidence: 99%

The Influence of High-Performance Work Systems on the Innovation Performance of Knowledge Workers

Ding

Liu

2022

Sustainability

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In the era of a knowledge economy, how to build an effective incentive system and to motivate the creativity of knowledge workers is extremely important to the long-term future of high-tech enterprises. However, a performance incentive system based on material incentives widely constructed by managers not only is difficult to generate in the long term and a significant incentive effect for knowledge workers but also brings heavy economic burden to enterprises. This paper constructs a high-performance work system (HPWS) that includes three variables: career growth, career calling and inclusive leadership. This study also discusses its effects on the innovation performance of knowledge workers, and examines the role of the craftsman spirit in the above-mentioned influence relationships. Based on the valid sample data of 364 knowledge workers from 14 different high-tech enterprises, the hierarchical regression analysis and the bootstrap analysis are used to analyze the data and to verify the relationship between the above-mentioned variables. The results show that: (1) Career growth, career calling and inclusive leadership can significantly improve the innovation performance of knowledge workers. (2) The craftsman spirit plays the part of an intermediary role in the above-mentioned influence relationships. (3) Career calling, inclusive leadership and their interaction can positively regulate the relationship between career growth and the craftsman spirit. Compared with previous studies, the purpose of this paper is to build a cross-level incentive system for knowledge workers from the perspective of non-material incentives, which effectively makes up for the deficiencies of material incentive system. Furthermore, the conclusion of this paper also provides practical suggestions for managers to better integrate the limited resources of enterprises to meet the multi-level needs of knowledge workers and to improve their innovation performance to the maximum extent.

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Another Look at Social Exchange: Two Dimensions of Reciprocity

Cited by 5 publications

References 0 publications

Psychological ownership: A review and research agenda

Psychological ownership: A review and research agenda

Social Entrepreneur’s Psychological Capital, Political Skills, Social Networks and New Venture Performance

The Influence of High-Performance Work Systems on the Innovation Performance of Knowledge Workers

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