The Effect of Value Congruence Between Founder and Successor on Successor’s Willingness: The Mediating Role of the Founder–Successor Relationship

2019 ◽  
Vol 32 (3) ◽  
pp. 259-276 ◽  
Author(s):  
Jean S. K. Lee ◽  
Guozhen Zhao ◽  
Feifei Lu
Keyword(s):  
Relationship Quality ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Polynomial Regression ◽  
Value Congruence ◽  
Exchange Theory ◽  
Mediating Role ◽  
The Relationship ◽  
Is Value

Drawing from social exchange theory, this article explores the founder–successor relationship quality as a mediated pathway in examining the effects of founder–successor value congruence on successor’s willingness to take over the business. Based on survey data from 102 founder–successor dyads, polynomial regression analysis shows that when both a founder and a successor have high value congruence in family prosperity, the relationship quality will be enhanced, which leads to higher successor’s willingness. When there is value incongruence between a founder and a successor, the successor’s family prosperity value has a more important impact on the founder–successor relationship and successor’s willingness.

Experiencing workplace ostracism with loss of engagement

2020 ◽  
Vol 35 (7/8) ◽  
pp. 617-630
Author(s):  
Xiaofeng Xu ◽  
Ho Kwong Kwan ◽  
Miaomiao Li
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Negative Relationship ◽  
Job Engagement ◽  
Cultural Perspective ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
The Relationship

PurposeDrawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.Design/methodology/approachA two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.FindingsThe results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.Research limitations/implicationsThis study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.Practical implicationsOur findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.Originality/valueBy addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

scholarly journals TEORI PERTUKARAN SOSIAL TENTANG FENOMENA DAKWAH DI EKS LOKALISASI DADAPAN

2022 ◽  
Vol 21 (02) ◽  
pp. 292-314
Author(s):  
Muhammad Syahrul Ulum ◽  
Alfa Warda ◽  
Zuris Dwi Elina ◽  
Ilmi Sephia Ardiana
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Religious Studies ◽  
Social Conditions ◽  
Exchange Theory ◽  
The People ◽  
The Social ◽  
The Relationship

This study aims to find out how the role of the preacher in bringing changes to the social conditions of the people who used to work in the Dadapan prostitution localization, Kediri City. Da'i plays an important role as a propagator of religion to protect the community. Thus, the relationship between the preacher and his community must be close regardless of the background or social conditions of the community. This research uses a qualitative approach with a case study method and is equipped with George Homans' social exchange theory, namely as an analytical tool to understand and seek clarity of cases so that researchers know more clearly about the phenomenon of da'wah in the ex-Dadapan localization community. The results of this study conclude that the da'wah process that occurs in Dadapan Village in social exchange theory explains that they are willing to interact when the interaction produces benefits for themselves. Therefore, in the dynamics of increasing religious understanding in the ex-Dadapan localization, it is necessary to have a reward given so that people want to interact in discussing religious studies.

Employer Branding and Organisational Citizenship Behaviour: The Mediating Role of Job Satisfaction

2020 ◽  
Vol 16 (2) ◽  
pp. 122-131 ◽  
Author(s):  
Prabhjot Kaur ◽  
Keshav Malhotra ◽  
Sanjeev K. Sharma
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Banking Sector ◽  
Employer Branding ◽  
Internal Branding ◽  
Mediating Role ◽  
Private Banking ◽  
The Relationship

Considering social exchange theory, the current research aimed to examine the mediating impact of job satisfaction in the relationship between internal branding and organisational citizenship behaviour. The data was collected from 187 employees in the private banking sector of Chandigarh, India. The results discussed that employer branding positively impacted job satisfaction and organisational citizenship behaviour. The results also suggested that internal branding impact organisational citizenship behaviour directly and indirectly.

Transformational Leadership and Employees' Feedback Seeking: The Mediating Role of Trust In Leader

2016 ◽  
Vol 44 (7) ◽  
pp. 1201-1208 ◽  
Author(s):  
Bin Wang ◽  
Jing Qian ◽  
Ruili Ou ◽  
Chuying Huang ◽  
Bei Xu ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
High Technology ◽  
Exchange Theory ◽  
Feedback Seeking ◽  
Mediating Role ◽  
Practical Implications ◽  
Trust In Leader

Drawing on social exchange theory, we examined the role of transformational leadership in promoting employees' feedback seeking within the dynamics of leader–follower relationships. We used data from a survey of 205 supervisor–subordinate dyads in a high-technology communications company in China. Results showed that transformational leadership was positively related to employees' feedback seeking. In addition, trust in leader mediated this relationship. Theoretical and practical implications for leadership are discussed.

scholarly journals Interactive app-based services: Recovery evaluations and the mediating role of satisfaction in the relationship between customer-brand engagement and electronic word of mouth

2021 ◽  
Vol 25 ◽  
Author(s):  
Radhakrishna B. ◽  
Pankaj Kumar Mohanty ◽  
Anitha Acharya ◽  
Manish Gupta
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Word Of Mouth ◽  
Food Delivery ◽  
Electronic Word Of Mouth ◽  
Mediating Role ◽  
Brand Engagement ◽  
Recovery Satisfaction ◽  
The Relationship

Based on the theory of co-creation and resource-based theory, this study examines the differential impact of varying levels of customer participation in service recovery (firm, customer, and joint) on recovery satisfaction, customer-brand engagement (CBE), and electronic-word of mouth (e-WoM). Besides, using social exchange theory, this study examines the mediating role of consumers’ recovery satisfaction in the relationship between the types of service recovery and electronic word of mouth (e-WoM). The data to accomplish the research objectives was collected from 495 customers of interactive food delivery apps in India. The experimental design was used to collect the data. The multivariate analysis of variance (MANOVA) and PROCESS macro techniques were used to test the hypotheses. The findings suggest that joint recovery results in better recovery evaluations such as CBE, recovery satisfaction, and e-WoM. Also, recovery satisfaction mediated the relationship between CBE and e-WoM. These findings provide empirical evidence for the linkages among the theory of co-creation, resource-based theory, and social exchange theory. The marketers of interactive food delivery apps may use these findings to ascertain which recovery type they should emphasize to improve recovery satisfaction. Moreover, they are encouraged to take steps for improving recovery satisfaction as CBE affects e-WoM through recovery satisfaction.

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.

scholarly journals Does Anyone Care About Support Inside the University? The Mediating Role of Perceived Organisational Support

2020 ◽  
Vol 21 (2) ◽  
pp. 824-836
Author(s):  
Luen-Peng Tan ◽  
Yuen-Onn Choong ◽  
Kum-Lung Choe
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Affective Commitment ◽  
Exchange Theory ◽  
Mediating Effect ◽  
Supervisory Support ◽  
Mediating Role ◽  
Perceived Organisational Support ◽  
The Relationship

Social exchange theory evokes the maximization of one’s personal interests or benefits when one is engaging in a relationship. The central tenant of social exchange theory focuses on the notion of reciprocity. Perceived organizational support (POS) should elicit the norm of reciprocity and employees would feel they are obligated to help organizations to achieve goals. The main objective of this study is to examine the mediating effect of POS between organizational justice and supervisory support with affective commitment. More precisely, five hypotheses were tested using a sample of 207 academics of Malaysian private universities. Partial least squares path modeling was utilised to assess the measurement and structural model. In this study, organizational justice is envisaged as a multi-dimensional construct which comprises distinct variables namely - procedural justice, distributive justice and interactional justice. Supervisory support and affective commitment are unidimensional constructs. POS was found to be a mediator for the relationship between organizational justice and supervisory support with affective commitment. The findings of this study were expected to shed light on the scant literature of POS especially its mediating role for the relationship between organizational justice, supervisory support, and affective commitment.

scholarly journals Development Idiosyncratic Deals and Employee Performance

2021 ◽  
Vol 4 (3) ◽  
pp. 63-72
Author(s):  
Mariam Tauba ◽  
Andrew Kimwolo
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Employee Performance ◽  
Exchange Theory ◽  
Leader Member Exchange ◽  
Idiosyncratic Deals ◽  
The Social ◽  
Member Exchange ◽  
The Relationship

Employee performance has been at the helm of academic research over the years. The changing nature of work has unearthed several antecedents of job performance. The purpose of this study was to examine employee performance through the development of Idiosyncratic deals and Leader-Member-Exchange-quality lens of antecedents. The study is anchored on the social exchange theory. The hypotheses were tested on a sample of 325 employees of ICT firms in Uganda, using a cross-sectional survey. Three hundred two responses were used for analysis after cleaning of data. The direct hypotheses were tested using correlation analysis, while the mediation was tested using the Hayes Process macro model 4. The results supported the relationship between development idiosyncratic deals and employee performance and LMX quality and employee performance. This study found a significant mediating role of LMX-quality on the relationship between development idiosyncratic deals and employee performance. The study made contributions to the literature on idiosyncratic deals, employee performance, leader-member exchange quality as well, as the Social exchange theory. The study recommends adopting good quality LMX relationships to enhance the role of development idiosyncratic deals on employee performance among ICT firms. 

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.

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