The opportunity model of organizational commitment

2017 ◽  
Vol 38 (2) ◽  
pp. 259-273 ◽  
Author(s):  
Elif Cicekli ◽  
Hayat Kabasakal
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Multiple Sources ◽  
Content Type ◽  
Job Opportunities ◽  
Using Data ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to determine the relationships between promotion, development, and recognition opportunities at work and organizational commitment, and whether these relationships are moderated by the job opportunities employees have in other organizations. Design/methodology/approach An opportunity model of organizational commitment is developed based on social exchange theory and several streams of opportunity research. Factor analyses and hierarchical multiple regression analyses are carried out to test the hypotheses using data from 550 white-collar employees. Findings The results of the analyses show that opportunities for development and recognition are predictors of organizational commitment, that job opportunities employees have in other organizations negatively moderate the relationship between recognition opportunity at work and organizational commitment, and that promotion opportunity does not predict organizational commitment. Research limitations/implications Future researchers could study the issue in the context of other cultures using data from multiple sources. Practical implications Employers who seek to increase their employees’ organizational commitment are advised to divert their energies from struggling to create promotion opportunities for their employees to creating opportunities for development and recognition. Originality/value The study explores the under-researched concept of opportunity at work and connects several streams of opportunity research by drawing on social exchange theory as a theoretical framework. The model is the first to address the effects of opportunity and alternative opportunities on organizational commitment.

Effects of suppliers’ trust and commitment on customer involvement

2015 ◽  
Vol 115 (6) ◽  
pp. 1041-1066 ◽  
Author(s):  
Yi Li ◽  
Gang Li ◽  
Taiwen Feng
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Governance Mechanism ◽  
Relational Governance ◽  
Content Type ◽  
Customer Involvement ◽  
Specific Investment ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the relationships among suppliers’ trust and commitment, transaction-specific investment, switching cost, and customer involvement within the context of relational governance mechanism and the social exchange theory. Design/methodology/approach – The authors use survey data from 214 Chinese manufacturing firms and employ the structural equation model to verify the conceptual model. Findings – Relational governance benefits customer involvement. Transaction-specific investment mediates the relationship between trust and commitment of suppliers. Switching costs negatively moderate the relationship between suppliers’ trust and customer involvement, but positively moderate the relationship between suppliers’ commitment and customer involvement. Research limitations/implications – The authors focus on two key elements of relationship, namely, trust and commitment of suppliers, but neglect other relational factors, such as relational norms and interdependence. Originality/value – These findings broaden the understanding and present new directions for the implementation of customer involvement from the perspective of relational governance and social exchange theory.

scholarly journals Work–life programmes and organisational outcomes: the role of the human resource system

2019 ◽  
Vol 49 (2) ◽  
pp. 516-536 ◽  
Author(s):  
Kohinur Akter ◽  
Muhammad Ali ◽  
Artemis Chang
Keyword(s):  
Human Resource ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Work Life ◽  
Moderating Effect ◽  
Organisational Performance ◽  
Content Type ◽  
Using Data ◽  
The Relationship ◽  
Hr Systems

Purpose Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue. Design/methodology/approach This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases. Findings The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance. Originality/value This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.

The link between export relationship quality, performance and expectation of continuing the relationship

2015 ◽  
Vol 10 (1) ◽  
pp. 16-31 ◽  
Author(s):  
A.F.M. Jalal Ahamed ◽  
Kåre Skallerud
Keyword(s):  
Relationship Quality ◽  
Social Exchange ◽  
Significant Relationship ◽  
Social Exchange Theory ◽  
Emerging Market ◽  
Export Performance ◽  
Convenience Sample ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose – The purpose of this study is threefold: to investigate how relationship quality affects export performance; to see if and to what extent export performance affects exporter satisfaction; and to determine whether exporter satisfaction ultimately affects the expectation of continuing the export-import relationship in an emerging market. Design/methodology/approach – The paper reports the findings of a survey of 185 respondents from the ready-made garments industry in Bangladesh chosen from a convenience sample. The responding exporters were located in Dhaka city or nearby areas. The data were analyzed using the partial least squares technique. Findings – The results support four out of five hypotheses, indicating that there is a significant relationship between exporter relationship quality and financial and strategic export performance. Additionally, a positive relationship between financial export performance and exporter satisfaction and between exporter satisfaction and the expectation of continuing the relationship are shown. No significant relationship between strategic export performance and exporter satisfaction is found. Practical implications – The findings have practical implications for managers and policy-makers interested in developing effective strategies for building and maintaining high quality export-import relationships, especially in the context of an emerging market. Originality/value – In order to accomplish the research goal, the main constructs from two influential streams of literature – social exchange theory and the disconfirmation of expectation theory – are utilized. This is new in the context of an emerging economy perspective.

Building long-term partnerships by certificate implementation: a social exchange theory perspective

2015 ◽  
Vol 30 (7) ◽  
pp. 867-879 ◽  
Author(s):  
Hsin Hsin Chang ◽  
Yao-Chuan Tsai ◽  
Shu-Hui Chen ◽  
Guei-Hua Huang ◽  
Ya Hui Tseng
Keyword(s):  
Relationship Quality ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Influence ◽  
Exchange Theory ◽  
Content Type ◽  
The Cost ◽  
The Relationship

Purpose – This purpose of this study is to apply social exchange theory (SET) to explain how social exchange behaviors, such as the exchange of knowledge, information and respect between firms, would increase the likelihood of certification implementation and strengthen the relationships among partners. The main purposes of this study are to examine the significant connections between partner interactions and long-term orientation and to examine the links among long-term orientation, certifications and relationship quality. Design/methodology/approach – To test the research hypotheses, structural equation modeling was conducted to analyze the data collected from 136 respondents who are top managers of manufacturing enterprises in Taiwan National Science Park. Findings – Many enterprises in Taiwan regard conflict as a method to express more detailed information about collaboration in business and see conflict as a minus in making the quality of partnership healthier than before. It was affirmed that owning international certifications has an impact on long-term collaborative partnership. Conflicts within a partnership do not completely have a negative influence on relationship quality. Because enterprises want to keep stable partnerships and get long-term competitive advantages, they should continue creating smooth and efficient trading behaviors and should also consider relationship quality as an important factor with regard to their investment in some relationship-specific assets. Research limitations/implications – This study was intended to explore the connection between conflict and relationship quality; however, this relation suggested that conflict may be a negative influence but without any significant proof of the connection. Therefore, future researchers could examine this relation again in the context of Taiwanese enterprises. Practical implications – This study had some implications for enterprises in Taiwan, especially in regard to maintaining a long-term partnership and deciding whether to acquire a specific certification. When firms decide to invest in a relationship-specific asset, they should consider the interaction with the partners and the quality of the partnership. It is suggested that firms should evaluate not only the immediate benefits and drawbacks but also the implications with regard to partner relationships. Meeting the requirements of partners is thus an effective approach to gain trust and commitment. Social implications – As the interactions with partners are executed progressively more smoothly, the relationship quality will become increasingly better. The possibility of having a long-term collaborative relationship becomes higher as the relationship quality improves. Therefore, as the relationship duration becomes increasingly longer, the cost of having an international certification will offer a return on the investment or even result in a profit. Originality/value – A good relationship quality will lead to specific investments from partners, such as the one involving the implementation of specific certifications. The enterprises in Taiwan would prefer to develop a long-term partnership when their demands for a specific investment could be fulfilled. Consequently, enterprises can use the degree of relationship quality to assess the cost and benefits of implementing a certification and can, furthermore help in making the decision.

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.

Combined influence of exchange quality and organizational identity on the relationship between authoritarian leadership and employee innovation: evidence from China

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
ShanLiang Zhang ◽  
Yongwei Wang ◽  
Jinhua Ye ◽  
Yiru Li
Keyword(s):  
Social Cognition ◽  
Social Exchange ◽  
Organizational Identity ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Research Model ◽  
Content Type ◽  
Authoritarian Leadership ◽  
The Relationship ◽  
Innovation Behavior

PurposeThe purpose of this paper is to explore the combined influence of exchange quality (i.e. leader-member exchange or LMX, and coworker exchange or CWX) and organizational identity on the relationship between authoritarian leadership and employee innovation based on social cognition theory and social exchange theory.Design/methodology/approachThe authors used mediation analysis, moderation analysis and bootstrapping method to test the proposed model with data from 286 supervisor-subordinate dyads in China, covering manufacturing and Internet companies. This study also used the time-lag design, and the questionnaires were collected by means of multi-source and multiphase.FindingsThe results indicate that authoritarian leadership can positively influence employee innovation behavior, and organizational identity mediates this relationship. Both LMX and CWX can significantly moderate the relationship between authoritarian leadership and organizational identity, while the moderating effect is the opposite. To be specific, CWX has appositive effect, while LMX has a negative effect. Furthermore, the indirect effect of authoritarian leadership on employee innovation behavior via organizational identity is also moderated by LMX.Originality/valueAt present, scholars have not yet reached a consensus on the relationship between authoritarian leadership and employee innovation behavior. Based on social cognition theory and social exchange theory, this study incorporates organizational identity and exchange quality into the research model to explore this lack of consensus. By verifying the research model, this study offers original views on when and how authoritarian leadership and exchange quality affect employee innovation behavior, which enriches the current research on employee innovation and the effectiveness of authoritarian leadership in different cultural contexts.

Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes

2019 ◽  
Vol 48 (2) ◽  
pp. 306-323 ◽  
Author(s):  
Yuhee Jung ◽  
Norihiko Takeuchi
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Economic Exchange ◽  
Organizational Training ◽  
Content Type ◽  
The Relationship

Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.

Tourism, ecotourism and sport tourism: the framework for certification

2016 ◽  
Vol 34 (2) ◽  
pp. 236-255 ◽  
Author(s):  
Satyendra Singh ◽  
Tapas R. Dash ◽  
Irina Vashko
Keyword(s):  
Social Exchange ◽  
Design Methodology ◽  
Social Exchange Theory ◽  
Two Dimensions ◽  
Exchange Theory ◽  
Sport Tourism ◽  
Content Type ◽  
The Social ◽  
Sport Events ◽  
Practical Implications

Purpose – The purpose of this paper is to develop a framework for identifying the need for ecotourism certification within ecotourism and sport tourism (EST) by discussing the overlapping characteristics on the dimensions of EST. Design/methodology/approach – Qualitatively, the Social Exchange Theory was used to discover segments of tourists based on the two dimensions: EST. Findings – The findings discovered four strategic segments (namely; vacation, green, action oriented and active tourists), their related activities, and the level of need for eco certification. Practical implications – EST activities offer a unique opportunity for tourism managers to positively influence conservation in and around communities, protected areas and sport events. Applying and implementing a global eco certification is paramount to attract tourists and enhance credibility of sport tourism. Originality/value – Identification of the four tourists segments and their relative need for certification is the novelty of the study. The labels of the identified tourist segments are: vacation tourist (low on ecotourism and low on sport tourism); green tourist (high on ecotourism and low on sport tourism); action-oriented tourist (high on ecotourism and high on sport tourism); and active tourist (low on ecotourism and high on sport tourism). The certification needs for green and action-oriented tourists are HIGH, for active tourist is MEDIUM, and for vacation tourist is LOW.

Ethical leadership and organizational commitment: the dual perspective of social exchange and empowerment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Dongkyu Kim ◽  
Christian Vandenberghe
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Ethical Leadership ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Structural Equations ◽  
Normative Commitment ◽  
Content Type ◽  
Indirect Relationship ◽  
The Relationship

PurposeGiven recent prominent ethical scandals (e.g. Tesla, Uber) and the increasing demand for ethical management, the importance of business ethics has recently surged. One area that needs further research regards how ethical leaders can foster followers’ organizational commitment. Drawing upon social exchange theory, the current research proposes that ethical leadership relates to follower affective and normative commitment through perceived organizational support (POS). Moreover, based on self-determination theory, we expected follower psychological empowerment to positively moderate the relationship between ethical leadership and commitment components.Design/methodology/approachData were collected using a three-wave study among employees from multiple organizations (N = 297) in Canada. Structural equations modeling and bootstrapping analyses were applied to test the hypotheses.FindingsThe results showed that ethical leadership was positively related to follower affective and normative commitment through POS. Furthermore, the relationship between ethical leadership and POS was stronger at high levels of empowerment. This moderating effect extended to the indirect relationship between ethical leadership and commitment components.Originality/valueThis study counts among the few investigations that have examined the mechanisms linking ethical leadership to followers’ organizational commitment and boundary conditions associated with this relationship. Moreover, our findings were obtained while controlling for transformational leadership, which highlights the incremental validity of ethical leadership.

The link between perceptions of leader emotion regulation and followers’ organizational commitment

2018 ◽  
Vol 37 (2) ◽  
pp. 178-187 ◽  
Author(s):  
Muhammad Farrukh Moin
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Normative Commitment ◽  
Surface Acting ◽  
Continuance Commitment ◽  
Deep Acting ◽  
Content Type

Purpose The purpose of this paper is to investigate the association between perceptions of leader emotion regulation strategies and followers’ organizational commitment. In particular, this study using social exchange theory as a framework examines the association between leader surface and deep acting and followers’ affective, normative and continuance organizational commitment. Design/methodology/approach Survey data were collected from 323 employees of five service sector organizations in Anhui province, China. Further, PLS-SEM technique was used to perform quantitative analysis. Findings The findings suggest that leader surface acting has a negative influence on followers’ affective commitment, normative commitment and continuance commitment. In contrast, leader deep acting has a positive influence on followers’ affective commitment, normative commitment and continuance commitment. Practical implications The findings suggest that leaders should be careful in managing their affective display. They may like to improve their followers’ affective commitment, normative commitment and continuance commitment by using deep acting. In contrast, leader surface acting may weaken their followers’ affective commitment, normative commitment and continuance commitment. Originality/value This study extends the social exchange theory in the context of emotional labor by examining the link between perceptions of leader surface and deep emotional strategies and followers’ affective, normative and continuance organizational commitment.

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