The Workplace Working Alliance: The Modern Organizational Relationship

2018 ◽  
Vol 11 (3) ◽  
pp. 517-522
Author(s):  
Mark A. North ◽  
Dylan Jensen
Keyword(s):  
Organizational Behavior ◽  
Working Alliance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Great Promise ◽  
Working Relationships ◽  
Exchange Relationships ◽  
Good Science ◽  
New Era ◽  
Hybrid Theory

The evolution of organizational working relationships is always a timely discussion, especially in an age where globalization, remote workforces, and most recently artificial intelligence, to name just three, hold great promise but also concern for organizations’ capabilities to build on the strengths of traditional relationship theories while looking forward to and blazing paths toward future relationship theories. We appreciate Chernyak-Hai's and Rabenu's (2018) questioning of the “old” social exchange theory (SET) as a relevant organizing framework and their proposition of a “new” or hybrid workplace relationship theory to reflect today's workforce. In short, Chernyak-Hai and Rabenu practice good science by not throwing out what does not seem to fit but rather helping science evolve into what it needs to become (see Gergen's [2001] great commentary on ill-advised practices of ending traditions when criticisms are levied). We also admire Chernyak-Hai's and Rabenu's willingness to invite “additional organizational behavior [OB] theories” (p. 476) to join the conversation in defining what the new era workplace relationship might look like. With that invitation and a little latitude in what could be defined as “an OB theory,” we propose that the working alliance (WA; Bordin, 1979) be given space in that narrative. The substance of our commentary will describe the WA connection with Chernyak-Hai and Rabenu's new or hybrid theory, principally as it relates to issues regarding (a) tension toward equality and fairness and (b) mutual reciprocity in exchange relationships.

scholarly journals The New Era Workplace Relationships: Is Social Exchange Theory Still Relevant?

2018 ◽  
Vol 11 (3) ◽  
pp. 456-481 ◽  
Author(s):  
Lily Chernyak-Hai ◽  
Edna Rabenu
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Relationships ◽  
Exchange Theory ◽  
Organizational Characteristics ◽  
Workplace Relationships ◽  
Exchange Relationships ◽  
New Era ◽  
Psychological Theories ◽  
Political Globalization

In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically examine whether this theory meets the requirements of work relationships in the new world of work and conclude by arguing that SET needs to be adjusted to reflect the assumption that frequent changes in employee and organizational characteristics in the new workplaces require similar frequent adjustments in exchange relationships.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

Understanding the changing nature of psychological contracts in 21st century organizations

2016 ◽  
Vol 7 (1) ◽  
pp. 4-35 ◽  
Author(s):  
Carlos-Maria Alcover ◽  
Ramón Rico ◽  
William H. Turnley ◽  
Mark C. Bolino
Keyword(s):  
Social Exchange ◽  
21St Century ◽  
Psychological Contract ◽  
Social Exchange Theory ◽  
Psychological Contracts ◽  
Complex Nature ◽  
Organizational Life ◽  
Exchange Relationships ◽  
Justice Perceptions

In recent years, scholars have increasingly recognized that the theoretical underpinnings of employee-organization relationships (EOR) are in need of further extension in light of recent organizational changes. In prior research, the study of EOR has been based on social exchange theory, and the psychological contract (PC) has played a central role in understanding this crucial aspect of organizational life. The main objective of this paper is to provide an integration of the existing literature by adopting a multiple-foci exchange relationships approach. Specifically, we looked at identification; the quality of relationships and exchanges with the leader, coworkers, and other organizational agents; justice perceptions involving several organizational sources; and perceived organizational, leader, and coworker support to expand our understanding of the PC. Overall, we advocate a multiple-foci exchange relationships approach that will ultimately enable us to develop a more comprehensive understanding of the complex nature of PCs in 21st century organizations.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

Introduction to Academy-Business Inter-Organizational Partnerships

2021 ◽  
pp. 1-55
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Resource Dependence ◽  
Open Systems ◽  
Resource Dependence Theory ◽  
State Governments ◽  
Cross Sectional ◽  
Organizational Partnerships ◽  
Network Functionality

This chapter explores organizational theory including inter-organizational behavior and several pro-social concerns for both individuals and organizations. A wide range of organizational theories support academy-business inter-organizational partnership functionality. Such theories include rational, natural, and open systems; identity and pro-social behavior; institutional theory; resource dependence theory; social exchange theory; stakeholder theory; and academic capitalism. Inter-organizational behavior is supported by network functionality as well as cross-sectional involvement by the federal and state governments. Inter-organizational partnerships are complex. Little research has been a focus specifically between higher education and companies. The academy-business inter-organizational partnership typology is introduced as a framework for exploring these relationships including concerns of philanthropic, transactional, symbiotic, and synergistic partnership dimensions.

Long Live Social Exchange Theory

2018 ◽  
Vol 11 (3) ◽  
pp. 498-504 ◽  
Author(s):  
Caitlin M. Porter
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Relationships ◽  
Exchange Theory ◽  
Quality Work ◽  
New Era ◽  
Diverse Workforce ◽  
Workplace Conditions ◽  
Employee Characteristics ◽  
Modern Workplace

Chernyak-Hai and Rabenu (2018) argue that social exchange theory (SET) should be revised to accommodate work relationships in the “new era” of work, characterized by a more diverse workforce with changing expectations for relationships between themselves and their organizational representatives. To account for the modern workplace, Chernyak-Hai and Rabenu introduce “new” or “modern exchange variables” that capture modern workplace conditions and employee characteristics or preferences, which they expect to indirectly influencewhetherandhowemployees develop high-quality work relationships with organizational representatives.

“Too much of a good thing?”: exploring the dark side of empowering leadership by linking it with unethical pro-organizational behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xue Zhang ◽  
Guyang Tian ◽  
Chao Ma ◽  
Yezhuang Tian ◽  
Zhongqiu Li ◽  
...  
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Survey Study ◽  
Dark Side ◽  
Empowering Leadership ◽  
Content Type ◽  
Indirect Relationship ◽  
The Impact ◽  
The Relationship

PurposeGrounded in social exchange theory (SET), the purpose of this paper is to examine the relationship between empowering leadership and unethical pro-organizational behavior (UPB), as mediated by duty orientation (including duty to members, duty to mission and duty to codes). Further, this study proposes that perceived leader expediency moderates indirectly between empowering leadership and UPB.Design/methodology/approachThis paper tests this social exchange model across a survey study using time-lagged data collections from 215 employees of a service company in China.FindingsThe results show that duty orientation mediates the relationship between empowering leadership and UPB. In addition, perceived leader expediency moderates the indirect relationship between empowering leadership and UPB through duty orientation (i.e. duty to members and duty to missions).Originality/valueThis research aids in understanding the impact of empowering leadership on follower outcomes by investigating the dark side of empowering leadership and examining the relationships between empowering leadership, duty orientation and UPB. The present study also challenges the notion that the phrase “the greater the empowerment, the better the outcomes” suggests that organizations should offer a conditional approach to the empowerment of followers by their leaders.

A Model of the Distributor's Perspective of Distributor-Manufacturer Working Relationships

1984 ◽  
Vol 48 (4) ◽  
pp. 62-74 ◽  
Author(s):  
James C. Anderson ◽  
James A. Narus
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Empirical Test ◽  
Exchange Theory ◽  
Working Relationships ◽  
Exchange Relationship ◽  
Channels Of Distribution

Building upon work from social exchange theory and channels of distribution, a model of distributor-manufacturer working relationships from the distributor's perspective is presented. An initial empirical test, using a structural equation methodology, provided acceptable support of the model, given some measurement limitations. Further work on modeling both perspectives of the exchange relationship is discussed.

scholarly journals Nexus among Perceived Organizational Politics and Organizational Citizenship Behavior Under the lenses of Social Exchange Perceptions

2020 ◽  
pp. 7-16
Author(s):  
Ayesha Nawal ◽  
Zainudin Awang ◽  
Asad ur Rehman ◽  
Hamid Mehmood
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Organizational Politics ◽  
Negative Influence ◽  
Positive Influence ◽  
Citizenship Behavior ◽  
Indirect Relationship

Employee-organization relationship is most debatable and interested phenomena of organizational behavior research stream. This study aims to investigate the influence of perceived organizational politics on organizational citizenship behavior under the lenses of social exchange theory. This study also propose that perceptions of social exchange not only mitigate the influence of perceived organizational politics but also enhance employees’ voluntary efforts to engage in extra-role behaviors. Data was collected from the staff of SMEs operating in Lahore, Pakistan. Structured questionnaires were used to collect data from target respondents. Results revealed that perceived organizational politics do not directly have negative influence on organizational citizenship behavior. However, perceived organizational politics has effect on social exchange perceptions and social exchange perceptions have positive influence on citizenship behavior. Indirect relationship exists among POP and OCB which is fully mediated by social exchange perceptions.

Empowering group leaders encourages knowledge sharing: integrating the social exchange theory and positive organizational behavior perspective

2017 ◽  
Vol 21 (2) ◽  
pp. 474-491 ◽  
Author(s):  
Wei-Li Wu ◽  
Yi-Chih Lee
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Capital ◽  
Work Group ◽  
Group Leaders ◽  
Empowering Leadership ◽  
Content Type ◽  
Positive Leadership

Purpose Knowledge sharing usually happens in a work group context, but it is rarely know how group leaders influence their members’ knowledge-sharing performance. Based on social exchange theory (SET) and the perspective of positive organizational behavior (POB), this study aims to argue that a group leader’s positive leadership (e.g. empowering leadership) can help group members develop positive psychological capital which can increase their knowledge sharing. Design/methodology/approach The authors conduct a multilevel analysis to explore the interrelationship among empowering leadership, psychological capital and knowledge sharing. The sample includes 64 work groups consisting of 537 group members, and empirical testing is carried out by hierarchical linear modeling. Findings The results show that empowering leadership in a work group has a direct cross-level impact on members’ knowledge sharing and that psychological capital partially mediates the relationship between empowering leadership and knowledge sharing. As a result, this study shows that group leaders with positive leadership can help their members develop better positive psychological resources, which should lead to better knowledge sharing. Originality/value Based on the multilevel perspective and SET, this is the first study to explore how group leaders’ empowering leadership influences members’knowledge sharing. Depending on integrating the POB perspective into SET, this study is also the first one that connects two emerging and important research issues – POB and knowledge sharing.

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