Organisational embeddedness as a moderator on the organisational support, trust and workplace deviance relationships

Abstract

Purpose Emerging research calls for the exploration of the potential negative side of organisational embeddedness. It is important to assess such negative aspects to fully understand the power of embeddedness, and how to address the potential undesirable effects on employees and organisations. The purpose of this paper is to answer this call by assessing the extent to which organisational embeddedness can negatively influence the perceived organisational support-workplace deviance and the organisational trust–deviance relationships. Design/methodology/approach A sample of 969 employees across the financial services sector in the Caribbean nation of Trinidad is used, with a two-wave research design. Multiple hierarchical regression analysis is used to test the research relationships. Findings The findings support the propositions that organisational support and trust each negatively predicts workplace deviance and organisational embeddedness moderates each of these relationships in an undesirable way, such that, higher embeddedness weakens the desirable relationships between support, trust and deviance. Originality/value This study addresses a clear gap since limited studies explore the potential negative impact of organisational embeddedness on various work perceptions and behaviours. Embeddedness is largely considered a predictor of various desirable employee and organisational outcomes.

Cyberloafing in public sector of developing countries: job embeddedness as a context

“…This finding is in line with studies by Darrat et al (2017); Siddique et al (2020) and Singh (2019a), which considered job embeddedness as a predictor, as well as with other studies by Jones (2015); Lawrence and Kacmar (2017); Marasi et al (2016) and Singh (2019b), which considered it as a moderator variable. By contrast, this finding is not consistent with those of Avey et al (2015); Collins and Mossholder (2017); Greene (2012); Holtom et al (2012) and Yusof et al (2019), who directly and indirectly confirmed the decreasing effect of job embeddedness on deviant behaviors.…”

“…First, it considers job embeddedness as a potential context for cyberloafing. Second, considering how job satisfaction and internet addiction communicate with job embeddedness in a three-way interaction, this study further extends the previous empirical research (Avey et al, 2015;Collins and Mossholder, 2017;Darrat et al, 2017;Greene, 2012;Jones, 2015;Marasi et al, 2016;Siddique et al, 2020;Singh, 2019aSingh, , 2019bYusof et al, 2019), which investigated the job embeddedness-deviant behaviors relationship in the form of a two-way interaction model. Third, bringing together the organizational adversity/ prosperity, level of embeddedness and typical positive and negative intervening factors, this study practically provides the human resource managers with critical insights about decreasing cyberloafing among employees.…”

“…However, conflicting studies (e.g. Darrat et al, 2017;Jones, 2015;Lawrence and Kacmar, 2017;Marasi et al, 2016;Siddique et al, 2020;Singh, 2019a;Singh, 2019b) have suggested that job embeddedness is not always beneficial, and it may increase the prevalence of deviant behaviors. That is, highly embedded employees may engage in sabotage behaviors and become involved in retaliatory activities (Darrat et al, 2017).…”

“…Although research has linked the potential for counterproductive work behaviors to different aspects of job embeddedness (e.g. Darrat et al, 2017;Jones, 2015;Kiazad et al, 2015;Lawrence and Kacmar, 2017;Marasi et al, 2016;Siddique et al, 2020;Singh, 2019a;Singh, 2019b), more interestingly, the authors reached no study focusing on the relationship between job embeddedness and cyberloafing. Accordingly, there exists a research gap in terms of the function of job embeddedness for human resource managers to predict cyberloafing behaviors.…”

Condiciones para el aprendizaje organizacional y prácticas de gestión de innovación: un análisis en medianas empresas

“…Al respecto, el apoyo organizacional tiene un efecto positivo en el desempeño de los colaboradores, la innovación (Suifan et al, 2018;Chen et al, 2020) y la capacidad de respuesta a los cambios del entorno (Ferreira et al, 2018). Además, el apoyo organizacional percibido aumenta la creatividad y el sentido de pertenencia (Suifan et al, 2018;Tang et al, 2017), al tiempo que mejora el ambiente de trabajo, el compromiso (Arasanmi y Krishna, 2019) y la integración organizacional (Singh, 2019). De acuerdo con los planteamientos anteriores, la Tabla 1 presenta los aspectos observados respecto a las condiciones de aprendizaje organizacional.…”