Too much is not always good: the inverted U-shaped link between green customer integration and opportunistic behavior

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haiqing Shi ◽  
Taiwen Feng ◽  
Zhiyi Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Hierarchical Regression ◽  
Opportunistic Behavior ◽  
Moderating Effects ◽  
Customer Integration ◽  
Content Type ◽  
Relational Norms ◽  
Managerial Implications

PurposeThe purpose of this study is to explore the inverted U-shaped relationship between green customer integration (GCI) and opportunistic behavior, as well as the moderating effects of contractual control and relational norms.Design/methodology/approachThe authors conducted hierarchical regression analysis using two-waved data from 206 Chinese manufacturing firms to test hypotheses.FindingsThe authors found that GCI has an inverted U-shaped effect on opportunistic behavior. Furthermore, both contractual control and relational norms negatively moderate the inverted U-shaped relationship between GCI and opportunistic behavior.Originality/valueThis study uncovers an inverted U-shaped link between GCI and opportunistic behavior by combining transaction cost economics and social exchange theory. Furthermore, this study reveals contractual control and relational norms can be deemed as two boundary conditions affecting the inverted U-shaped GCI–opportunistic behavior relationship. This study also offers managerial implications for firms curbing opportunistic behavior that may result from GCI.

The bright and dark sides of green customer integration (GCI): evidence from Chinese manufacturers

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Taiwen Feng ◽  
Hongyan Sheng ◽  
Minghui Li
Keyword(s):  
Financial Performance ◽  
Information Sharing ◽  
Positive Impact ◽  
Resource Dependence Theory ◽  
Dark Side ◽  
Opportunistic Behavior ◽  
Moderating Effects ◽  
Customer Integration ◽  
Content Type ◽  
The Impact

PurposeBased on resource dependence theory and transaction cost economics this study explores how green customer integration (GCI) affects financial performance via information sharing and opportunistic behavior, and the moderating effects of dependence and trust.Design/methodology/approachThis study develops a theoretical model and tests it using data from two-waved survey data of 206 Chinese manufacturers. The hypotheses were tested using hierarchical linear regression analysis.FindingsThe results show that GCI has a significant and positive impact on information sharing, but its impact on opportunistic behavior is insignificant. Notably, information sharing has a significant and positive impact on financial performance, while opportunistic behavior has an insignificant impact on financial performance. In addition, dependence negatively moderates the impact of GCI on information sharing and positively moderates the impact of GCI on opportunistic behavior. Trust negatively moderates the impact of GCI on opportunistic behavior.Originality/valueAlthough GCI has received widespread attention, how it affects a firm's performance remains unclear. Most previous studies have focused only on its bright side and ignored its dark side. This study highlights how GCI affects financial performance through information sharing and opportunistic behavior, and the moderating effects of dependence and trust. This enriches the understanding of how and under what conditions GCI affects a firm's performance.

The effects of ethical leadership on work engagement, intrapreneurship, and service innovation behavior: sample of chambers of commerce and industry

2020 ◽  
Vol 16 (2) ◽  
pp. 199-216
Author(s):  
Fahri Özsungur
Keyword(s):  
Social Exchange ◽  
Work Engagement ◽  
Ethical Leadership ◽  
Social Exchange Theory ◽  
Service Innovation ◽  
Theoretical Background ◽  
Content Type ◽  
Chambers Of Commerce ◽  
Managerial Implications ◽  
Innovation Behavior

PurposeThe main purpose of this study is to reveal the effects of ethical leadership on work engagement, intrapreneurship and service innovation behavior with a qualitative method based on social exchange theory. Thus, it is possible to obtain knowledge on the cultural structure of the chambers of commerce and industry.Design/methodology/approachThe sample of the study consisted of 568 employees in chambers of commerce and industry affiliated to the Union of Chambers and Commodity Exchanges of Turkey operating in Turkey. A phenomenological research method was adopted in this research. Four open-ended questions were asked to the participants. A coding process (conceptualization, classification, component analysis) was used in data analysis.FindingsAccording to the qualitative analysis results, findings showed the association between ethical leadership, work engagement, intrapreneurship and service innovation behavior. The common theme proposed by the participants was management, ethical leadership and human resources. The study reveals the importance of ethical leadership in chambers of commerce and industry.Originality/valueThis is the first study that reveals the effects of ethical leadership on work engagement, intrapreneurship and service innovation behavior of the chambers of commerce and industry. Theoretical background, discussion, managerial implications, limitations and recommendations for future studies are discussed.

scholarly journals Impact of Leadership Styles on the Organizational Commitment of Medical Practitioners: The Moderating Effects of Workplace Stress

2021 ◽  
Vol 17 (11) ◽  
pp. 133
Author(s):  
Pubadi Govindasamy ◽  
Nor Wahiza Abdul Wahat ◽  
Siti Noormi Alias ◽  
Khairuddin Idris ◽  
Seyedali Ahrari
Keyword(s):  
Organizational Commitment ◽  
Leadership Styles ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Health Department ◽  
Workplace Stress ◽  
Hierarchical Regression ◽  
Future Research ◽  
Moderating Effects ◽  
Medical Practitioners

The healthcare system is now facing several problems, which demands managers and leaders learning from various leadership styles and staff empowerment techniques to establish a work environment that supports medical practitioners' dedication to patients and their company. The present study aims to examine the leadership styles and organizational commitment of medical practitioners at the Melaka State Health Department [Jabatan Kesihatan Negeri Melaka (JKNM)], Malaysia, and the influence of workplace stress. In particular, this study explored the moderating effects of workplace stress on the association between leadership styles and organizational commitment among medical practitioners. The study used a quantitative approach based on the Social Exchange Theory by Homans and Lewin’s Person-Environment Fit Model. The survey involved questionnaires distributed to obtain data from 309 medical practitioners. The data collected were analyzed using description means and hierarchical regression. The results revealed a significant correlation and moderating effect of workplace stress on leadership styles (i.e., Transformational Leadership, Transactional Leadership, and Laissez-Faire Leadership) and organizational commitment among JKNM medical practitioners. This paper also considered the theoretical and practical implications and made recommendations for future research.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amir A. Abdulmuhsin ◽  
Rabee Ali Zaker ◽  
Muhammad Mujtaba Asad
Keyword(s):  
Knowledge Management ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Scientific Performance ◽  
Content Type ◽  
Member Exchange ◽  
Moderating Role

Purpose Drawing on knowledge-based view, social exchange theory and leader-member exchange, this study examines how exploitative leadership (EL) influences knowledge management (KM), its processes, and further investigates the moderating role of organisational citizenship behaviours (OCB) on the relationship between EL and KM. Design/methodology/approach Using a quantitative approach, survey data were collected from 356 faculty members in Iraqi public universities, and the direct and moderating relationships were assessed through Hierarchical regression by PROCESS v.3.3 macros in SPSS. Findings The study found a significant negative impact of EL on KM, including its processes, especially on knowledge utilisation. The assessment also revealed that OCB has a significant moderating impact on EL, particularly its effect on knowledge creation. Practical implications The empirical insights of the study are valuable and precious for policymakers, managers and academics in education sectors of developing countries, to enrich their managerial and scientific performance through addressing EL behaviours while considering the moderating effect of OCB. Originality/value The relevance of the study stems from the scarcity of research on EL, while studies on the negative behaviours of leaders as a predictor of KM process failures are significantly limited. Additionally, studies on the moderating impact of OCB on the linkage between EL and KM processes remain limited. This study is one of the earliest studies that investigate these inter-relationships amongst EL, OCB and KM processes.

Performance matters: when supervisors socially accept unethical behavior

2021 ◽  
Vol 36 (3) ◽  
pp. 213-225
Author(s):  
Dongqing Zhu ◽  
Zhiying Zhang ◽  
Chunzhen Wang
Keyword(s):  
Social Exchange ◽  
Unethical Behavior ◽  
Moral Disengagement ◽  
Social Exchange Theory ◽  
Social Acceptance ◽  
Management Practice ◽  
Hierarchical Regression ◽  
Content Type ◽  
Moderated Mediation Model ◽  
Time Lagged

PurposeIt is generally believed that supervisors would deter employee unethical behavior. However, drawing from social exchange theory and the theory of moral disengagement, we posit that supervisors are more willing to tolerate employee unethical behavior through moral disengagement when the perpetrator is a high performing employee.Design/methodology/approachStudy 1, which measured employee unethical behavior in a specific group of doctors through a time-lagged survey, and Study 2, which manipulated employee unethical behavior with a diverse sample by a vignette-based experiment, provided convergent support for our hypothesized 1st-stage moderated mediation model. Hierarchical regression, bootstrapping and ANOVA are used to test our hypotheses.FindingsAlthough supervisors generally showed a low social acceptance of an employee who engaged in unethical behavior, they were more likely to socially accept the perpetrator through moral disengagement when the employee was a high rather than a low performer.Practical implicationsGiven that supervisor's tolerance of employee unethical behavior may be more dangerous than employee unethical behavior itself, organizations should set up an ethics committee to handle top managers' unethical behavior and consider morality equally important with performance in management practice.Originality/valueThe current research extends research on the interpersonal consequences of employee unethical behavior, explains how moral disengagement promotes social acceptance and identifies the moderating effect of job performance in the process.

Governance dynamics in multi-partner R&D alliances

2016 ◽  
Vol 11 (4) ◽  
pp. 405-429
Author(s):  
Frano Barbic ◽  
Antonio Hidalgo ◽  
Raffaella Cagliano
Keyword(s):  
Social Exchange ◽  
Organization Theory ◽  
Social Exchange Theory ◽  
Transaction Cost Economics ◽  
Single Case ◽  
Single Case Study ◽  
Governance Mechanisms ◽  
Relational Governance ◽  
Content Type

Purpose The purpose of this paper is to examine the dynamics of contractual and relational mechanisms during different phases of multi-partner R&D alliances. Design/methodology/approach The paper uses a longitudinal single case study to gain in-depth understanding of which governance mechanisms are best suited for different phases of alliance collaboration. Applying a retrospective strategy for data collection, three rounds of interviews were conducted with representatives of all partner firms. The data were complemented by documentary analysis of both internal documents and publicly available information. Findings The findings suggest that the use of governance mechanisms in multi-partner alliances depends on the characteristics of alliance phases. Relational governance is most important in the exploration and development phases, while the importance of contractual governance comes to the fore during the development and finalization phases. Despite the predominance of one type of mechanism, the findings support a complementary perspective of governance mechanisms. Research limitations/implications The results of a single case study offer limited generalizability and should thus be treated with caution. More cross-industry, cross-national studies should be conducted to verify the applicability of the findings to other industries, cultures and geographical contexts. Practical implications Managers should be aware that different phases of the alliance life cycle have different control and coordination needs, and should rely on different mechanisms during different phases of the alliance. Originality/value The authors have synthesized insights from various perspectives (transaction cost economics, organization theory, social exchange theory), and developed a multidisciplinary approach to multi-partner collaborations.

The double-edged effects of perceived knowledge hiding: empirical evidence from the sales context

2019 ◽  
Vol 23 (2) ◽  
pp. 279-296 ◽  
Author(s):  
Yonggui Wang ◽  
Myat Su Han ◽  
Diandian Xiang ◽  
Daniel Peter Hampson
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Hierarchical Regression ◽  
Negative Consequences ◽  
Perceived Knowledge ◽  
Content Type ◽  
Market Expansion ◽  
Antecedents And Consequences ◽  
Knowledge Hiding

PurposeDespite managers’ investments in facilitating knowledge sharing, knowledge hiding remains prevalent in organizations. Existing studies shed light on the antecedents and consequences of knowledge hiding from the hider’s perspective. This study, the first, aims to examine the consequences of perceived knowledge hiding on the performance of knowledge seekers individually and organizations more broadly.Design/methodology/approachThe authors develop a theoretical framework, drawing on self-determination theory (SDT) and social exchange theory (SET). The framework is tested empirically via hierarchical regression analyses, using survey data collected from salespersons (n= 296) and supervisors (n= 83) employed by one of the largest distribution and market expansion companies in Myanmar.FindingsConsistent with SDT, the results show that perceived knowledge hiding exerts a positive effect on knowledge seekers’ individual sales performance, although this relationship is moderated by social interaction. Conversely, the results show a negative relationship between perceived knowledge hiding and team viability, which is moderated by reward structure, consistent with SET.Research limitations/implicationsThe results have several strategic implications, including on the type of reward structures (i.e. individual vs team-based) that most effectively mitigate the negative consequences of perceived knowledge hiding.Originality/valueThis is the first empirical study of the consequences of perceived knowledge hiding. This model integrates two theoretical perspectives which highlight positive and negative consequences of perceived knowledge hiding.

The role of job dedication in organizational citizenship behavior performance

2017 ◽  
Vol 40 (10) ◽  
pp. 1042-1057 ◽  
Author(s):  
Jeffrey Muldoon ◽  
Shawn M. Keough ◽  
Eric W. Liguori
Keyword(s):  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Content Type ◽  
Member Exchange ◽  
The Relationship

Purpose This paper aims to attempt to clarify differences between organizational citizenship behaviors (OCBs) and attitudes as well as explore job dedication’s role regarding OCBs. Using social exchange theory, job dedication is hypothesized to mediate the relationship between leader-member exchange (LMX) and OCBs. Design/methodology/approach Hierarchical regression analysis was performed on data obtained from 190 supervisor/subordinate dyads from a number of firms to test the study hypotheses. Findings Results indicate that job dedication fully mediates the relationship between LMX and OCBs directed toward individuals and the organization, thus playing a role in the production of OCBs. Research limitations/implications Due to non-employment of an experimental design, causality cannot be determined. If managers use signals to determine performance, then scholars need to conduct further research to determine what the cues are. Practical implications Managers need to spend time in determining and care whether what they are actually measuring is accurate in terms of spontaneous behaviors performance. Originality/value First, this study has developed an explanation as to how managers can use job dedication as a means to track the behaviors of multiple subordinates based on social exchange theory. Second, this study provides empirical evidence of the mediating role job dedication plays on mediating the LMX/OCBs relationship.

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

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