Linking the emotional maturity factors and self-disclosure: a study of Indian organizations

2018 ◽  
Vol 26 (2) ◽  
pp. 255-281 ◽  
Author(s):  
Nagendra Singh Nehra ◽  
Santosh Rangnekar
Keyword(s):  
Research Design ◽  
Social Exchange ◽  
Longitudinal Research ◽  
North India ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Self Disclosure ◽  
Emotional Maturity ◽  
Content Type ◽  
Indian Context

Purpose This paper aims to discuss a survey, carried out by the authors, of 256 employees employed in public and private manufacturing organizations in north India, to determine if emotional maturity factors have positive association with self-disclosure in the Indian context. Specifically, capitalization and social exchange theories support as major theoretical framework to examine the proposed relationship. Design/methodology/approach The sample data used were collected through a cross-sectional survey-based research design and a convenience sampling method. Totally, 290 questionnaires were distributed during office hours, administered with a paper and pencil survey. However, in the final analysis, only 256 responses were considered for analysis using multiple hierarchical regression analysis. Findings Results reveal that all dimensions of emotional maturity positively associated with self-disclosure. This study fully supports the applicability of capitalization and social exchange theories while explaining the proposed relationships in Indian context. Research limitations/implications The present study used a cross-sectional survey-based research design; future studies may use longitudinal research design. Practical implications The study shows how to develop collective work culture and supportive work climate through emotional maturity and self-disclosure. Thus, employees become accustomed to multicultural team and cultural diversity issues at the workplace. The study also recommended that the organized employees social gathering will create positive feeling, and that such feelings of belonging to a group among employees will give reasons for self-disclosure and finally, in turn, to employee effectiveness. Originality/value More predominantly, the proposed association has not been examined before and the findings serve as a potential policy guideline for the self-disclosure literature through the perspective of capitalization and social exchange theories in understudied non-US cultures such as India.

The joint effects of personality and supervisory career mentoring in predicting occupational commitment

2015 ◽  
Vol 20 (1) ◽  
pp. 63-80 ◽  
Author(s):  
Ridhi Arora ◽  
Santosh Rangnekar
Keyword(s):  
North India ◽  
Occupational Commitment ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Career Support ◽  
Content Type ◽  
Joint Effects ◽  
Indian Context ◽  
Public And Private Sector

Purpose – The purpose of this paper is to examine the joint effects of personality (agreeableness and conscientiousness) and perceived supervisory career mentoring (SCM) on occupational commitment (OC) in the Indian context. In addition, the role of SCM support as a predictor of OC was also analyzed. Design/methodology/approach – A cross-sectional survey-based research design was adopted using data from 121 employees of public and private sector organizations in North India. Findings – The results showed that the relationship between perceived SCM and OC was stronger for employees reporting high levels of agreeableness in contrast to low agreeableness. Further, perceived SCM support was observed as a significant predictor of OC in the Indian context. Practical implications – This study suggests that for fostering an occupationally committed workforce, it is critical for supervisory mentors to understand how to deal with employees of different personality traits. Further, supervisory mentors need to be trained and empowered to render vocational support to employees at all levels. Originality/value – The work advances the existing work on mentoring and vocational outcomes by demonstrating the crucial role of supervisory career support and personality interactions in predicting OC.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

The influences of interdependence, opportunism and technology uncertainty on interfirm coopetition

2019 ◽  
Vol 34 (5) ◽  
pp. 948-964 ◽  
Author(s):  
Linlin Chai ◽  
Jin Li ◽  
Thomas Clauss ◽  
Chanchai Tangpong
Keyword(s):  
Longitudinal Research ◽  
Organizational Level ◽  
Future Research ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Contextual Condition ◽  
Research Designs ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this study is to investigate the antecedents and the conditions of coopetition at the inter-organizational level. Design/methodology/approach This study is based on survey research methodology and analyzes the data from 138 companies regarding the antecedents and the conditions of their coopetition. Findings The results indicate that the interdependence between partners (i.e. the antecedent) positively affects interfirm coopetition, and that this relationship is contingent on the joint occurrence of opportunism (a behavioral condition) and technology uncertainty (a contextual condition). Specifically, highly interdependent firms are more likely to be involved in a coopetitive relationship when both opportunism and technology uncertainty are high. Interestingly, the authors’ data also show that opportunism or technology uncertainty alone may not be adequate in moderating the interdependence–coopetition relationship. Research limitations/implications This study contributes to the current literature in two meaningful ways. First, it empirically examines interdependence as a potential antecedent of interfirm coopetition. Second, it improves our understanding of the behavioral and contextual conditions that facilitate the formation of coopetitive relationships by examining the moderating roles of opportunisms and technology uncertainty in the relationship between interdependence and interfirm coopetition. The limitations of this study lie in its confined method of cross-sectional survey from the focal firm’s perspective. Future research may advance beyond this study through experimental and/or longitudinal research designs. Practical implications This study provides managers with two important practical insights in coopetition management. First, the findings suggest a two-step approach to help a firm assess and manage the level of coopetition in its relationship with a business partner. In addition, the findings provide a counterintuitive suggestion to managers that the joint conditions of high opportunism and high technology uncertainty indeed prime the relationship for the rise of coopetition, provided that managerial efforts are made to somewhat increase the level of interdependence in the relationship. Originality/value Despite the growing number of studies on coopetition, research still lacks knowledge about the antecedents and the conditions of inter-organizational coopetition, and this study aims to fill this gap.

The effect of equity on value co-creation in business relationships

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Samir Gupta ◽  
Jing Zhou ◽  
Shanfei Feng ◽  
Munyaradzi W. Nyadzayo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Longitudinal Design ◽  
Initial Step ◽  
Shared Responsibility ◽  
Mediation Effect ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose This study aims to investigate how the relationship factors, including equity, shared responsibility and relationship dependence leverage the value co-creation. The research studies the value co-creation process in a business-to-business (B2B) context between suppliers and customers and provides empirical evidence of the underlying effects. Design/methodology/approach Using social exchange theory, the research uses a mixed-method of in-depth interviews and questionnaire surveys. The sample of the survey has 123 business customers. Findings The findings suggest that equity not only positively affects but also mediates the effect of shared responsibility on value co-creation. The mediation effect is further moderated by the relationship dependence that buyers have on the seller. Research limitations/implications The cross-sectional survey used cannot establish causality relationships. Although the goal was not to establish causality, it could limit the rigor of the study. The longitudinal design could be used in the future to better address this deficiency. While the paper is the initial step to analyze the factors influencing value co-creation empirically, more studies could examine other commonly discussed constructs. Originality/value This empirical study enriches the value co-creation literature by examining the antecedents’ detailed mechanism that facilitates value co-creation in a B2B context.

Intent vs. action: talented employees and leadership development

2015 ◽  
Vol 44 (2) ◽  
pp. 200-216 ◽  
Author(s):  
Violetta Khoreva ◽  
Vlad Vaiman
Keyword(s):  
Leadership Development ◽  
Social Exchange ◽  
Multinational Enterprises ◽  
Longitudinal Research ◽  
Real Life ◽  
Willingness To Participate ◽  
Perceived Effectiveness ◽  
Cross Sectional ◽  
Content Type ◽  
Actual Participation

Purpose – The purpose of this paper is to investigate the responses of employees, who are identified as talents by their multinational enterprises, in regards to leadership development activities. By applying social exchange and expectancy theories, the authors examine the association between talent identification, perceived effectiveness of leadership development activities, willingness to participate in those activities and actual participation in them. Design/methodology/approach – The data were collected through a web-based questionnaire entitled “Leadership2020 Talent Survey”. Eight multinational enterprises joined the survey and delivered a sample based on the target group definition. Findings – The analysis shows that perceived effectiveness of leadership development activities is positively associated with willingness of employees to undertake those activities. The results also reveal that there is no significant association between the employees’ willingness to participate in leadership development activities and their actual participation in those activities. Research limitations/implications – Given its cross-sectional nature, the authors cannot completely exclude the possibility of common method bias having impact on the results of this study. The authors thus call for longitudinal research to examine the nature of causality within the relationships analyzed in this study. Practical implications – Managers and practitioners should keep in mind that willingness to participate in leadership development activities does not always result in actual participation of employees in those activities. Symbolic representations may be very different from representations in real-life situations. Investigations that rely on the willingness as a proxy for actual behaviour must thus be interpreted with caution. Originality/value – The authors found that employees often fail to act in accordance with their stated eagerness. According to the findings, there is a clear discrepancy between expressed willingness to implement certain behaviour and its actual implementation. This study poses a strong bias in overestimating the likelihood that an employee will engage in a desirable behaviour based on his/her willingness to do so.

Satisfaction from romantic relationship and social media usage

2019 ◽  
Vol 49 (4) ◽  
pp. 609-628
Author(s):  
Mohit Yadav ◽  
Sangita Choudhary
Keyword(s):  
Social Media ◽  
Romantic Relationship ◽  
Pearson Correlation ◽  
Computer Mediated Communication ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Self Disclosure ◽  
Content Type ◽  
Five Dimensions ◽  
Media Usage

Purpose The purpose of this paper is to examine the influence of satisfaction from romantic relationships on social media usage, with computer-mediated communication (CMC) motives and self-disclosure dimensions acting as mediators of the relationship. Design/methodology/approach The data were collected from 420 individuals active on social media. Data were analysed with confirmatory factor analysis, Pearson correlation, hierarchical multiple regression and mediation analysis based on Baron and Kenny’s (1986) conditions. Findings The result from a cross-sectional survey of 420 individuals reveals how relationship satisfaction leads to the use of six social media channels directly and indirectly through five dimensions of CMC motives and four dimensions of self-disclosure. Out of 54 possible mediations, 17 were found to be significant. Originality/value The present study fulfils the need to identify how satisfaction in a romantic relationship impacts self-disclosure and social media selection and usage.

scholarly journals Mentor education: challenging mentors’ beliefs about mentoring

2015 ◽  
Vol 4 (2) ◽  
pp. 142-158 ◽  
Author(s):  
Eli Lejonberg ◽  
Eyvind Elstad ◽  
Knut-Andreas Christophersen
Keyword(s):  
Social Exchange ◽  
Self Efficacy ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Role Clarity ◽  
Omitted Variables ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
University Colleges

Purpose – The purpose of this paper is to highlight university-based mentor education as a negative antecedent to mentors’ beliefs which are consistent with judgementoring (Hobson and Malderez, 2013). The concept of beliefs consistent with judgementoring (evaluative or judgemental mentoring) is introduced as a quantitative construct which is then used as a dependent variable. The concept of “folk mentoring” is introduced to theorise why and how mentor education may challenge mentors’ beliefs about mentoring. Design/methodology/approach – Structural equation modelling of cross-sectional survey data is used to estimate and compare the strengths between mentors’ perceived self-efficacy, role clarity, experience and education as independent variables and beliefs about mentoring aligned with judgementoring as the dependent variable. The survey was completed by 146 mentors who attended mentor education programmes in universities and university colleges across Norway. Findings – The findings indicate that mentor education contributes to lower levels of beliefs consistent with judgementoring and strengthens mentors’ awareness of their role as a mentor. Higher levels of self-efficacy related to the mentor role were associated with stronger beliefs consistent with judgementoring. Mentor experience was not associated strongly with any tested variable. Research limitations/implications – This paper identifies new questions pertaining to the effects of mentor education and variables associated with judgementoring. Omitted variables might have influenced the explored models and the methods used do not allow us to determine causal relationships. Originality/value – Taking an approach based on social exchange theory, the authors describe judgementoring as a form of mentoring that hampers potential exchanges which would enable mentoring to contribute to professional development. This paper provides new insights into judgementoring by introducing it as a quantitative construct, by testing relevant antecedents and by introducing the concept of “folk mentoring”. Mentor education is highlighted as a potential moderator of mentors’ beliefs in judgementoring.

The glass slipper effect: understanding the Nordic gender equality paradox from an identity fit perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabrina Spangsdorf ◽  
Alex Forsythe
Keyword(s):  
Gender Equality ◽  
Research Design ◽  
Design Methodology ◽  
Survey Methodology ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Correlational Research ◽  
Identity Perception ◽  
The Relationship

PurposeThis paper aims to introduce an identity fit perspective adding to the understanding of the Nordic gender equality paradox of top managing positions using a Danish sample as case.Design/methodology/approachIn total, five hypotheses concerning identity perception of top managing positions and the relationship with own identity and type of industry were tested through a correlational research design utilizing a cross-sectional survey methodology. A total of 1,054 women aged 18–60 participated in the survey.FindingsThe analysis revealed a strong masculine perception of a top managing position whereas women's own identity perception was much more diverse. The more masculine a woman perceives herself to be, the more motivated she is to climb the career ladder. Type of industry moderates the relationship between identity fit and motivation for top positions, but only for the masculine traits. The relationship between identity fit and motivation is stronger for women in high masculine industries.Originality/valueApart from being the first study of identity fit in a Nordic setting, this study contributes to the identity fit theory by employing a semi-objective fit approach exploring identity fit on an industry level, including female-dominated industries, as well as examining identity fit in relation to motivation to pursue a top managing position.

Ethical leadership in times of change: the role of change commitment and change information for employees’ dysfunctional resistance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
H.M. Saidur Rahaman ◽  
Jeroen Camps ◽  
Stijn Decoster ◽  
Jeroen Stouten
Keyword(s):  
Social Exchange ◽  
Ethical Leadership ◽  
Indirect Effect ◽  
Negative Relationship ◽  
Limited Information ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Change Commitment ◽  
The Relationship

PurposeIn the present study, the authors draw on social exchange theory to argue that ethical leaders offer positive exchanges in times of change and thereby encourage employees’ change commitment, which subsequently reduces their dysfunctional resistance. Drawing on uncertainty management theory, the authors further hypothesize that employees’ perception of change information (i.e. a change-specific context) not only moderates the negative relationship between employees’ change commitment and dysfunctional resistance but also the indirect relationship between ethical leadership and dysfunctional resistance via change commitment.Design/methodology/approachThe authors conducted a two-source cross-sectional survey involving 144 matched pairs of employees and coworkers from a range of organizations.FindingsEmployees’ change commitment mediates the relationship between ethical leadership and their dysfunctional resistance. Furthermore, employees’ perception of change information not only moderates the relationship between change commitment and dysfunctional resistance but, more importantly, also the indirect effect between ethical leadership and dysfunctional resistance via change commitment. More specifically, the effect of change commitment on employees’ dysfunctional resistance as well as the indirect effect of ethical leadership on employees’ dysfunctional resistance through change commitment are stronger when there is little change information.Research limitations/implicationsEthical leadership is able to reduce employees’ dysfunctional resistance, particularly when employees have limited information regarding the change.Originality/valueThis study demonstrates how change commitment acts as a mediator and change information serves as a moderator in the ethical leadership–dysfunctional resistance relationship in the time of organizational change.

Mediating effect of employee’s commitment on workplace spirituality and executive’ssales performance

2019 ◽  
Vol 10 (4) ◽  
pp. 1057-1073 ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Mahmud Habib Zaman ◽  
Md Afnan Hossain ◽  
Mahafuz Mannan ◽  
Hasliza Hassan
Keyword(s):  
Longitudinal Research ◽  
Survey Design ◽  
Empirical Studies ◽  
Workplace Spirituality ◽  
Sales Performance ◽  
Mediating Effect ◽  
Spiritual Needs ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type

Purpose This study aims to develop a comprehensive framework that conceptualizes and measures the antecedents of the sales executive’s performance with regard to workplace spirituality and employee’s commitment. Design/methodology/approach This research applied a cross-sectional survey design to test the proposed hypotheses. Data were collected from 160 sales executives who are studying MBA and EMBA respectively and are working in various services and manufacturing organizations from Dhaka, Bangladesh. Findings The results suggest, when sales executives experience workplace spirituality; they feel more committed to their respective organizations and influences activities relating to sales performance. Research limitations/implications The study collected data for the constructs from the same source, simultaneously. This can produce the risk of common method variance, leading to an inflation of statistical relationships. A longitudinal research design may also be suitable. Practical implications By improving spirituality climates in the workplace, managers can enhance employee’s commitment, and thus, individual sales officers may boost up their sales performance. It is likely that occurs because sales executives react reciprocally toward their respective company that satisfies their spiritual needs. Originality/value The paper contributes by filling the gaps in literature related to sales management, where empirical studies on workplace spirituality have been scarce till date. This study is the first of a kind to include workplace spirituality, commitment and executive’s sales performance simultaneously in the context of Bangladesh.

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