Exchange Ideology as a Moderator of the Procedural Justice-Satisfaction Relationship

Witt, L. A.; Broach, Dana

doi:10.1080/00224545.1993.9712122

Cited by 43 publications

(29 citation statements)

References 25 publications

(20 reference statements)

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“…For example, Barrett-Howard and Tyler (1986) find that PF is most important in unstable but desirable relationships and less so in strong, stable relationships such as those in collectivist societies. Similarly, Witt and Broach (1993) find that PF has no impact on those with low exchange ideology, which is consistent with a collectivist outlook. Therefore, we expect the collectivists' focus on the in-group will result in decreased concerns about individual outcomes and the procedures and processes used to distribute those outcomes.…”

Section: Cultural Exposure and The Importance Of Fairnesssupporting

confidence: 65%

Culture's Impact on the Importance of Fairness in Interorganizational Relationships

Lund

Scheer

Kozlenkova

2013

Journal of International Marketing

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Research on interorganizational relationships is predicated on the idea that fairness is always important. The authors question this assumption because most fairness research has been conducted in Western countries, and mixed empirical support draws into question how important fairness actually is. Drawing on Hofstede's cultural dimensions framework, the authors examine culture as an antecedent to the importance of outcome fairness (OF) and procedural fairness (PF) in retailers' assessments of their relationships with suppliers. The authors also propose that cultural exposure moderates the impact of culture on fairness importance. Using responses from retailers in ten countries analyzed with hierarchical linear modeling, the authors find that uncertainty avoidance enhances the importance of OF and PF, power distance marginally decreases the importance of PF, and long-term orientation increases the importance of both OF and PF. Cultural exposure also positively moderates the impact of uncertainty avoidance and masculinity on both fairness types. The pattern of effects is robust when compared with two alternative models. This study offers a first step in understanding culture's impact on when fairness is more or less important.

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Section: Cultural Exposure and The Importance Of Fairnesssupporting

confidence: 65%

Culture's Impact on the Importance of Fairness in Interorganizational Relationships

Lund

Scheer

Kozlenkova

2013

Journal of International Marketing

View full text Add to dashboard Cite

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“…Eisenberger et al (1986) developed a measure to assess how sensitive employees were to reciprocity obligations, focusing in particular on their beliefs that work effort should depend on treatment by the organisation. Individual exchange ideology (IEI) is a continuum (Eisenberger et al, 1986) and can be described as the degree to which an individual's work effort is contingent upon perceived organisational treatment (Eisenberger et al, 1986;Witt, 1991;Witt & Broach, 1993). At one end of its dispositional-continuum, employee effort is based on organisation reinforcementsa strong IEI.…”

Section: Individual Exchange Ideologymentioning

confidence: 99%

“…At one end of its dispositional-continuum, employee effort is based on organisation reinforcementsa strong IEI. At the other end of the continuum, employees put forth effort without regard to what they receive from the organisationa weak EI (Witt & Broach, 1993).…”

Section: Individual Exchange Ideologymentioning

confidence: 99%

“…Individual exchange ideology is a continuum (Eisenberger et al, 1986) and can be described as the degree to which an individual's work effort is contingent upon perceived organisational treatment (Eisenberger et al, 1986;Witt, 1991;Witt & Broach, 1993). At one end of its dispositionalcontinuum, employee effort is based on organisation reinforcementsa strong exchange ideology.…”

Section: Introductionmentioning

confidence: 99%

“…At the other end of the continuum, employees put forth effort without regard to what they receive from the organisationa weak exchange ideology (Witt & Broach, 1993). In short, individuals with a strong exchange orientation are more likely to return a good deed than those with a low exchange orientation (Cropanzano & Mitchell, 2005).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Testing Mediating Effect of Individual Exchange Ideology on Distributive Justice and Work Engagement Relationship in a Collectivist Society

Akıncı¹

2018

bmij

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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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Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange

2009

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SummaryThis paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader-member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas LMX quality is enhanced by interpersonal and informational fairness. Moreover, we contend that effective learning behavior improves job performance. The model was tested with a sample of 398 employees from a large automobile dealership. Results supported most predictions.

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Exchange Ideology as a Moderator of the Procedural Justice-Satisfaction Relationship

Cited by 43 publications

References 25 publications

Culture's Impact on the Importance of Fairness in Interorganizational Relationships

Culture's Impact on the Importance of Fairness in Interorganizational Relationships

Testing Mediating Effect of Individual Exchange Ideology on Distributive Justice and Work Engagement Relationship in a Collectivist Society

Organizational justice, voluntary learning behavior, and job performance: A test of the mediating effects of identification and leader‐member exchange

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