Relationship closeness paradox: contingency analysis in B2B sales

2020 ◽  
Vol 35 (6) ◽  
pp. 971-982 ◽  
Author(s):  
Yonggui Wang ◽  
Daniel Peter Hampson ◽  
Myat Su Han
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Sales Performance ◽  
Dark Side ◽  
Negative Consequences ◽  
Contingency Analysis ◽  
Content Type ◽  
Market Expansion ◽  
Relationship Closeness ◽  
Business Customers

Purpose This study aims to examine the positive and negative consequences of relationship closeness between salespersons and their business customers in a B2B sales context: sales performance and salesperson passive opportunism. Design/methodology/approach Drawing on the social exchange theory, the authors develop a conceptual model of positive and negative consequences of relationship closeness. The authors empirically test the model using matched survey data from 269 salesperson-sales supervisor dyads and individual sales performance ratings from one of the largest distribution and market expansion companies in Myanmar. Findings Results provide evidence of positive (i.e. sales performance) and negative (i.e. salesperson passive opportunism) consequences of salesperson’s perceived relationship closeness. These relationships are, however, contingent on organization-level and employee-level factors. High extent of supervision enhances the effects of salesperson’s perceived relationship closeness on sales performance but attenuates its influence on salesperson passive opportunism. The effect of salesperson’s perceived relationship closeness on salesperson’s passive opportunism is stronger for salespersons with a promotion (vs prevention) focus. Research limitations/implications The results offer guidelines to firms seeking to optimize the efficacy of close relationships between their salespersons and customers. For example, higher levels of supervision could increase the likelihood of positive outcomes of relationship closeness while minimizing its negative consequences. Originality/value To the best of the authors’ knowledge, this study is the first to demonstrate not only the benefits of relationship closeness between salespersons and customers but also its dark side: the relationship closeness paradox.

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.

“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.

Consequences of supervisor self-interested behavior: a moderated mediation

2019 ◽  
Vol 34 (3) ◽  
pp. 126-138
Author(s):  
Jih-Yu Mao ◽  
Ye Zhang ◽  
Lifan Chen ◽  
Xin Liu
Keyword(s):  
Path Analysis ◽  
Social Exchange ◽  
Indirect Effects ◽  
Social Exchange Theory ◽  
Survey Design ◽  
Counterproductive Work Behavior ◽  
Employee Perceptions ◽  
Work Behavior ◽  
Negative Consequences ◽  
Content Type

Purpose The purpose of this paper is to investigate the negative consequences of employee perceptions of supervisor self-interested behavior (SIB). Using social exchange theory, the authors argue that perceived supervisor SIB reduces affective commitment to the supervisor (ACS), which in turn fosters employees’ negative reciprocal behavior in the form of counterproductive work behavior – interpersonal (CWBI) and counterproductive work behavior – organizational (CWBO). In addition, the authors identify employee power distance orientation (PDO) as an important contingent factor that influences the indirect effects. Design/methodology/approach Using a final sample of 441 employees from 146 workgroups across 6 firms in China, the hypotheses are tested using multilevel path analysis to account for the nesting effects. Findings Perceived supervisor SIB is negatively related to ACS, which in turn is related to employee CWBI and CWBO. Furthermore, employee PDO moderates the indirect effects of perceived supervisor SIB on employee CWBI and CWBO through decreased ACS. Specifically, when employee PDO is low, the indirect effects on employee CWBI and CWBO are stronger. Originality/value This is one of the first studies to investigate the influence of employee perceptions of supervisor SIB on negative employee behavior in the workplace. Furthermore, it furthers our understanding of how negative exchange can stimulate negative reciprocal behavior, which is a relatively underexplored area. Another strength of this paper is the multi-time survey design and the adoption of multilevel path analysis.

The relationship between abusive supervision and unethical pro-organizational behavior: linear or curvilinear?

2020 ◽  
Vol 41 (3) ◽  
pp. 369-381 ◽  
Author(s):  
Limin Guo ◽  
Hongdan Zhao ◽  
Ken Cheng ◽  
Jinlian Luo
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Abusive Supervision ◽  
Proactive Personality ◽  
Dark Side ◽  
Future Research ◽  
Moral Awareness ◽  
Content Type ◽  
The Relationship

PurposeBased on social exchange theory and research on proactive personality, this study aims to explore the relationship between abusive supervision and unethical pro-organizational behavior (UPB), taking proactive personality as a boundary condition.Design/methodology/approachThis study conducted a two-wave questionnaire survey and used data from 353 Chinese employees of a diversified company to test the research hypotheses.FindingsThe relationship between abusive supervision and UPB varied with proactive personality. Specifically, abusive supervision had an inverted U-shaped effect on UPB when proactive personality was high, while abusive supervision was negatively related to UPB when proactive personality was low.Research limitations/implicationsMore research are encouraged to replicate our study in different cultural contexts. Besides, future research can gather data from dyads (e.g. supervisor–subordinate dyad and coworker–subordinate dyad) so as to increase the objectivity and validity of the data.Practical implicationsManagers should reduce abusive supervision and elevate proactive employees' moral awareness.Social implicationsThis study hopes that the authors’ findings will help practitioners to devote greater attention to managing proactive personality, abusive supervision and UPB in the organization.Originality/valueFirst, this study enriches the abusive supervision literature by identifying UPB as a consequence of abusive supervision. Second, this study provides a better understanding of the coping tactics used to combat abusive supervision. Third, this study uncovers a dark side of proactive personality by verifying the moderating effect of proactive personality.

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.

Consequences of corporate social responsibility on employees

2019 ◽  
Vol 49 (1) ◽  
pp. 231-249
Author(s):  
Evans Asante Boadi ◽  
Zheng He ◽  
Eric Kofi Boadi ◽  
Josephine Bosompem ◽  
Philip Avornyo
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Work Motivation ◽  
Content Type ◽  
Time Lagged ◽  
Corporate Social

Purpose The purpose of this paper is to draw on affect social exchange theory and related literature to develop and test a research model linking employees’ perception of corporate social responsibility (CSR) to their outcomes [performance and organisational pride (ORP)] with moderating variables: perceived work motivation patterns (autonomous and controlled motivation) to sustain firm’s operations through their employees. Design/methodology/approach The authors used Ghana as a case for this study due to recent turbulences in the banking sector of Ghana. A sample data of 244 subordinate/supervisor dyads from rural and community banks was collected with a time-lagged technique and analysed through a structural equation modelling for this study. Findings These employee’s perceptions of CSR positively related to their performance and ORP. Autonomous motivated employees had a stronger positive moderated impact on perceived CSR-Performance link whereas controlled motivated employees recorded a stronger impact on perceived CSR-ORP link. Practical implications Based on these results, managers and human resource (HR) professionals can aim at acquiring favourable employees’ perception of their firms’ CSR initiatives. In that, it can help firms to remain in business particularly in difficult times. Also, autonomous and controlled motivators may seem inversely related, however, they are not contradictory to each other. Both can coexist within a firm and it is crucial that HR professionals and managers endeavour to balance them discreetly to attain organisational goals. Originality/value Despite the growing interest in CSR across continents, CSR outcomes on employees among small and medium scale firms especially in Africa has fairly been toned-down by respective management of firms, governments and researchers.

Residents’ perceptions of the impact of tourism in Abu Dhabi, United Arab Emirates

2017 ◽  
Vol 11 (4) ◽  
pp. 551-572 ◽  
Author(s):  
Nada Hammad ◽  
Syed Zamberi Ahmad ◽  
Avraam Papastathopoulos
Keyword(s):  
United Arab Emirates ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Cultural Influences ◽  
Abu Dhabi ◽  
Equation Modeling ◽  
Content Type ◽  
The Social ◽  
The Impact

Purpose This paper aims to investigate residents’ perceptions of tourism’s impact on their support for tourism development in Abu Dhabi, United Arab Emirates (UAE). Design/methodology/approach Data were collected using self-administered questionnaires from Abu Dhabi residents (n = 407), who represented 30 nationalities residing in the emirate. Based on social exchange theory, structural equation modeling was used to test hypotheses. Findings Results suggest that Abu Dhabi residents perceive the impacts of tourism positively and are more sensitive to the environmental and economic influences of tourism than the social and cultural influences. Research limitations/implications This study was limited to Abu Dhabi residents; findings cannot be generalized to other emirates in the UAE, or other countries. Originality/value This study adds value to extant tourism literature by investigating residents’ perceptions of the influence of tourism in one of the richest cities worldwide, which aspires to be one of the fastest growing tourism destinations in the Middle East.

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.

Dark side of instant messaging: an empirical investigation from technology and society perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sheshadri Chatterjee ◽  
Ranjan Chaudhuri ◽  
Demetris Vrontis
Keyword(s):  
Instant Messaging ◽  
Dark Side ◽  
Survey Method ◽  
Negative Consequences ◽  
Common People ◽  
Cross Sectional ◽  
Content Type ◽  
The Common ◽  
Society Perspective ◽  
Unique Study

PurposeThe purpose of this study is to examine the dark side of instant messaging from the technological and societal perspectives.Design/methodology/approachWith the help of literature review and different theories, a model has been developed conceptually. Later the model has been validated using statistical method. The authors have used 304 responses from the survey method, and this sample has been used to statistically validate the conceptual model.FindingsThis paper has been able to explicitly investigate and identify how different instant messaging platforms such as WhatsApp, WeChat in the form of electronic word of mouth (e-WOM) are contributing toward increase of mob lynching cases. The paper also highlights the important to have effective and enforceable regulation to regulate instant messaging services to the citizens.Research limitations/implicationsThe findings cannot be generalized as the data is collected from India only. Moreover, the study is cross-sectional in nature. To get the comprehensive results, a longitudinal study needs to be conducted. This study considered seven constructs with one moderator. Having more predictors with other boundary conditions might have increased the explanative power of the model.Practical implicationsInstant messaging platforms such as WhatsApp, WeChat and so on are disseminating quick unverified information to the common people. This information sometimes is disseminated in inappropriate and exaggerated forms. This makes the instant messaging (WhatsApp) users' sentiment readily heated in some cases. They take such an action as mob lynching. This study determines the predictors of mob lynching along with the moderator impact of instant messaging in the society.Originality/valueThere are only a few studies those have explored the dark side of instant messaging. The proposed theoretical model is a unique model, which shows the predictors of mob lynching along with the negative consequences of the instant messaging (WhatsApp) in the society. From this perspective, this study can be considered as a unique study.

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.

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