Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities

Takeuchi, Riki; Yun, Seokhwa; Wong, Edward C.

doi:10.1016/j.obhdp.2011.02.004

Cited by 73 publications

(76 citation statements)

References 66 publications

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“…Although not focusing on OID per se, prior studies find the negative effects of exchange ideology on organizational citizenship behaviours (Ladd and Henry, 2000;Scott and Colquitt, Perceived organizational support and OID 25 2007), task performance (Scott and Colquitt, 2007), and the quality of employees' social exchanges with the organization (i.e., felt obligation) and with a leader (Takeuchi, Yun and Wong, 2011); and positive effects on intention to quit unions and to switch unions (Redman and Snape, 2005). Our finding (i.e., the negative effect of exchange ideology on OID) and those of the above studies suggest that OID may act as one psychological mechanism through which exchange ideology negatively affects work attitudes and behaviours (e.g., citizenship…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Pham

Baruch

et al. 2014

The International Journal of Human Resource Management

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Organizational identification (OID) can be developed out of social exchange practices within an organizational setting. Drawing on social exchange theory, we propose that the effect of perceived organizational support (POS) on OID is stronger for employees with stronger exchange ideology. We further argue that employee investment in an organization may also create a social exchange process that positively influences OID. We expect that employee investment moderates not only the effect of POS on OID, but also the enhancing effect of exchange ideology on the effect of POS on OID. Specifically, POS has a stronger positive effect on OID when exchange ideology is high and when employee investment is low.When employee investment is high, POS has a weaker effect on OID regardless of employees' exchange ideology. These effects were empirically supported by a survey.Theoretical and practical implications are also discussed.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Pham

Baruch

et al. 2014

The International Journal of Human Resource Management

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“…Hennig-Thurau, & Walsh, 2009;Mayer, Aquino, Greenbaum, & Kuenzi, 2012;Takeuchi, Yun, & Wong, 2011). Data were collected over three separate time periods, and the recruitment method varied slightly across collections.…”

mentioning

confidence: 99%

Does Seeing “Eye To Eye” Affect Work Engagement and Organizational Citizenship Behavior? A Role Theory Perspective on LMX Agreement

Matta

Scott

Koopman

et al. 2015

AMJ

295

335

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Despite meta-analytic evidence demonstrating that leader-member exchange (LMX) agreement (consensus between leader and subordinate perceptions) is only moderate at best, research on LMX typically examines this relationship from only one perspective (either the leader's or the subordinate's). We return to the roots of LMX and utilize role theory to argue that agreement in leader and subordinate perceptions of LMX quality has meaningful effects on employee motivation and behavior. In a polynomial regression analysis of 280 leader-subordinate dyads, employee work engagement (and subsequent organizational citizenship behavior [OCB]) was maximized (at each level of LMX quality) when leaders and subordinates were in agreement as to the quality of their LMX relationship, but these outcomes suffered when they did not see "eye to eye." Indeed, situations where leaders and subordinates both evaluated their relationship as low quality were associated with higher work engagement (and subsequent OCB) compared to situations of disagreement where only one member evaluated their relationship as high quality. Further, this effect was consistent regardless of whether leaders or subordinates evaluated the relationship highly. We conclude that to fully understand the implications of our only dyadic leadership theory, one must consider the perspectives of both members of the LMX dyad simultaneously.Despite meta-analytic evidence demonstrating that leader-member exchange (LMX) agreement (consensus between leader and subordinate perceptions) is only moderate at best, research on LMX typically examines this relationship from only one perspective (either the leader's or the subordinate's). We return to the roots of LMX and utilize role theory to argue that agreement in leader and subordinate perceptions of LMX quality has meaningful effects on employee motivation and behavior. In a polynomial regression analysis of 280 leader-subordinate dyads,

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“…The employees will do the things which benefit the organization under the promotion of felt obligation [4]. On the one hand, the employees will do their job in order to have a high performance [4,9,10]. On the other hand, the employees will also do the creative and beneficial job which out of their job position [4].…”

Section: Working Attitude and Working Behaviormentioning

confidence: 99%

Status Quo and Prospect of Felt Obligation Research

Liu¹,

Zhou²

2017

dtssehs

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Abstract. Felt obligation is a new concept in the research of organizational behavior. This research has stated the definition of felt obligation perception and combed the measurement method of felt obligation, which provides some new perspectives for the research of organizational behavior theory. The research summarizes five aspects in the latest progress of studies on perception of felt obligation at home and abroad: background of felt obligation; definition and measurement of felt obligation; difference and relation among perception of felt obligation, role identity, self-efficacy and organizational-based self-esteem; mechanism of felt obligation; factors and effects of felt obligation. In the end, the research has proposed to pay more attention to enrich research method, develop the measures of prevention and conduct the research of cross-cultural factors in the further study on the basis of analyzing the existing problems in researches of felt obligation.

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Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities

Cited by 73 publications

References 66 publications

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Perceived organizational support and organizational identification: joint moderating effects of employee exchange ideology and employee investment

Does Seeing “Eye To Eye” Affect Work Engagement and Organizational Citizenship Behavior? A Role Theory Perspective on LMX Agreement

Status Quo and Prospect of Felt Obligation Research

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