Social Exchange and Knowledge Sharing among Knowledge Workers: The Moderating Role of Perceived Job Security

2009 ◽  
Vol 5 (2) ◽  
pp. 223-240 ◽  
Author(s):  
Kathryn M. Bartol ◽  
Wei Liu ◽  
Xiangquan Zeng ◽  
Kelu Wu
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Job Security ◽  
Information Technology Industry ◽  
Organizational Relationships ◽  
Technology Industry

Drawing on perceived organizational support (POS) theory and employee-organizational relationship theories, this research investigated the association between POS and knowledge sharing as well as the potential moderating effects of perceived job security. Study participants were 255 information technology professionals and their supervisors working in the information technology industry in China. Findings showed that POS was positively related to knowledge sharing, and, as expected, perceived job security moderated the association. More specifically, the positive association between POS and employee knowledge sharing held only for employees who perceived higher job security from their organization. In contrast, POS was not significantly associated with knowledge sharing when employees perceived their job security to be relatively low. This latter result is consistent with contentions from employee-organizational relationships theories that limited investment by employers is likely to lead to lower contributions from employees. The findings are also congruent with arguments from social exchange theory that meaningful reciprocity is built on a history of open-ended exchanges whose development may be inconsistent with a shorter-term employment horizon.

scholarly journals Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

2020 ◽  
Vol 11 ◽  
Author(s):  
Diep T. N. Nguyen ◽  
Stephen T. T. Teo ◽  
Beni Halvorsen ◽  
Warren Staples
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Work Engagement ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Affective Trust ◽  
Future Studies ◽  
Source Data ◽  
The Individual ◽  
Leader Humility

PurposeThis paper examines the influence of leader humility on knowledge sharing intention. Drawing on social exchange theory (SET), we test the direct and indirect mechanisms to explain the influence leader humility has on knowledge sharing intention.Design/Methodology/ApproachA two-wave, time-lagged field study was conducted. We surveyed 252 professional employees from Australia.FindingsResults show a significant direct, positive association between leader humility and knowledge sharing intention. While leader humility had a direct, positive association with affective trust in supervisor and work engagement, it did not directly impact on organizational citizenship behaviors directed toward the individual (OCB-I). There were three SET-related, serial mediators in the relationship between leader humility and knowledge sharing intention. These were affective trust, work engagement, and OCB-I.Research Limitations/ImplicationsFuture studies should collect multi-source data such as peers’ or supervisors’ ratings of the focal respondents’ work engagement, OCB-I, and knowledge sharing behaviors to augment single-source data. Future studies could adopt an affect theory of social exchange to further explore the relationships tested in this study.Originality/ValueThis study contributes to the affect SET and knowledge management literature on how leadership behaviors impact the intention to share knowledge. Our study highlights the preference of the willingness to share knowledge with their co-workers is mediated by affective trust in their immediate supervisors, work engagement, and OCB-I that are equally important as treating their subordinates with humility.

Employee engagement in non-Western contexts: The link between social resources Ubuntu and employee engagement

2021 ◽  
pp. 147059582110078
Author(s):  
Joy Tauetsile
Keyword(s):  
Employee Engagement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Supervisor Support ◽  
Social Resources ◽  
Sub Saharan Africa ◽  
Management Concepts ◽  
The Relationship ◽  
Colleague Support

Underpinned by Social Exchange Theory (SET) this study examines the relationship between social resources and employee engagement using the Ubuntu construct as a mediating variable. Employee engagement conceptualized as a positive work-related mind-set has demonstrated positive association with both supervisor support and colleague support. The study uses data collected from employees in organizations in Botswana (n = 438) to assess the relationship between social resources and employee engagement using Ubuntu as a mediating variable. Using mediation analysis, findings suggest that high levels of Ubuntu enhance the strength of the relationship among supervisor support, colleague support and employee engagement. These findings open significant potential for future studies identifying the cultural peculiarities as well as managerial implications of management concepts such as employee engagement in non-western settings and underlining the importance of the Ubuntu concept in managing staff in a sub-Saharan Africa country.

scholarly journals Information Technology, Privacy, and Power within Organizations: a view from Boundary Theory and Social Exchange perspectives

2002 ◽  
Vol 1 (2) ◽  
pp. 152-190 ◽  
Author(s):  
Jeffrey M. Stanton ◽  
Kathryn R. Stam
Keyword(s):  
Information Technology ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Social Power ◽  
Boundary Theory ◽  
Information Technology Professionals ◽  
Structured Interviews ◽  
For Profit ◽  
Related Information ◽  
Monitoring And Surveillance

Over recent years, information technology has played an increasingly important role in the monitoring and surveillance of worker behavior in organizations. In this article, we take the position that managers, workers, and information technology professionals alike see worker-related information as a valuable organizational resource and that processes of social exchange influence how this information resource is controlled. These suppositions are woven together by joining two theories, information boundary theory, a motivational framework for examining privacy at work, and social exchange theory, which provides a perspective on social networks and social power. After discussing these two frameworks and how they might be interlaced, we analyze a corpus of semi-structured interviews with 119 managers, employees, and IT professionals that explored questions of privacy, motivation, and power in six not-for-profit organizations that were undergoing technology-driven change with potential for increased monitoring and surveillance.

Role of perceived organizational support in teachers’ responsiveness and students’ outcomes

2014 ◽  
Vol 28 (2) ◽  
pp. 246-256 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Wan Khairuzzaman Wan Ismail ◽  
Salmiah Mohamad Amin ◽  
Talat Islam
Keyword(s):  
Academic Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Educational Institution ◽  
Institutional Support ◽  
Content Type ◽  
Teachers And Students ◽  
Responsive Behavior

Purpose – Applying the social exchange theory at educational institution, this research endeavor is aimed to find out impact of organizational (institutional) support on teachers’ responsive behavior, and ultimately outcomes of responsiveness in form of students’ satisfaction and academic performance. Design/methodology/approach – This study was conducted on 20 teachers and 353 students, from the biggest public sector University of Pakistan. These teachers and students belong to ten faculties. A questionnaire was used to elicit response of both the respondent groups. Findings – Findings of the study reveal that provision of supportive environment (high perceived organizational/institutional support) positively influences teachers and they respond well toward the needs of students. This responsive behavior increases both satisfaction and academic performance of students. Originality/value – This research highlights the role of educational institutions in improving the quality of their product (students).

scholarly journals Leader-Member Quality Relationship, Perceived Organizational Support and Employee Voice Behavior: Moderating Role of Core Self-Evaluation

2017 ◽  
Vol 3 (2) ◽  
pp. 16
Author(s):  
Qura-Tul-Aain Khair
Keyword(s):  
Social Exchange ◽  
Personality Trait ◽  
Organizational Support ◽  
Social Exchange Theory ◽  
Perceived Organizational Support ◽  
Exchange Theory ◽  
Employee Voice ◽  
Self Evaluation ◽  
Core Self ◽  
Quality Relationships

Abstract— The purpose of this research is to investigate the impact of relational exchange and individual differences on the employee voice. In the light of social exchange theory, the present study proposed the relationship between Leader-member quality relationships and employee voice. This study explains ‘how’ this relationship establishes and ‘why’ this relationship keeps carrying on. It has been proposed that perception of organizational support mediates the association between leader-member quality relationships and employees’ promotive and prohibitive voice behaviors. Moreover, personality trait is another important factor which is inseparable from developing perceptions and behaviors. The perceptions about organizational support and the strength of raising voice can be highly predictable by individual’s personality traits. So, this study has undertaken core self-evaluation as personality trait and explores people having different core self-evaluation (CSE) shows different strengths for promotive and prohibitive voicing based on leader-member quality relationships (LMQR) and perceived organizational support (POS).    Index Terms-- Leader-member relationship, perceived organizational support, employee voice, core self-evaluation and social exchange theory

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