scholarly journals The The Use of WhatsApp Group to Maintain Intercultural Friendship

2020 ◽  
Vol 14 (2) ◽  
pp. 283-294
Author(s):  
Ade Tuti Turistiati
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Hierarchy Theory ◽  
Cultural Backgrounds ◽  
Study Approach ◽  
Qualitative Research Design ◽  
Politics And Religion ◽  
Unwritten Rule ◽  
Japanese Youth ◽  
Intercultural Friendship

This research aims to analyze the use of WhatsApp Group (WAG) as a medium for maintaining intercultural friendship among people with different cultural backgrounds namely the alumni of The Ship for Southeast Asian and Japanese Youth Program (SSEAYP) batch ‘89. This research used a case study approach with a qualitative research design. The data were collected through direct observation of the texts, pictures, emoticons, and videos shared in the WAG and interviews with 20 informants who are the members of the group coming from different countries. The Needs Hierarchy Theory of Maslow and the Social Exchange Theory of Thibaut and Kelley were used in this research. The findings show that the alumni of SSEAYP Batch ’89 joined the WAG to maintain intercultural friendship among them by exchanging information about their and their families’ conditions; expressing birthday wishes; congratulating each other’s achievements of studies or works; congratulating religious celebrations; fundraising for certain events; and coordinating reunions. To maintain their friendship, the WAG members implicitly agreed to an unwritten rule that they must respect each other, be tolerant, and be open-minded. They also agreed that topics related to politics and religion are not allowed to be posted and discussed in the group, except for greetings on religious occasions. In addition, humor that causes unnecessary laughter and pictures and videos that tend to be pornographic or demeaning to women should not be posted in the group. The discussion about football also should not be too deep to avoid fanaticism with certain teams or players which might result in division or enmity between the group members.

Reversing the lens

2019 ◽  
Vol 41 (1) ◽  
pp. 1-18
Author(s):  
Sajjad Nawaz Khan ◽  
Siti Mariam Abdullah ◽  
Abdul Halim Busari ◽  
Muhammad Mubushar ◽  
Ikram Ullah Khan
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strong Relationship ◽  
Intellectual Stimulation ◽  
Cultural Backgrounds ◽  
Content Type ◽  
Theoretical Contribution ◽  
Idealized Influence

Purpose The purpose of this paper is to investigate the role of followership dimensions in the transformational leadership process by reversing the lens from the traditional leader-centric perspective to emerging followership perspective and examine the role of trust as a mediating variable in the proposed relationship. Design/methodology/approach Using quantitative method data were collected through a questionnaire from 506 respondents of the telecom sector in Pakistan. The proposed hypotheses were tested using SPSS V.23 and PROCESS V.3.1. Findings The results indicate that followership dimensions (active engagement and independent critical thinking) positively affect all the four constructs of transformational leadership (idealized influence, inspirational motivation, intellectual stimulation and individualized consideration). Furthermore, trust in leadership partially mediates the direct relationship between followership dimensions and transformational leadership constructs. Research limitations/implications This study is conducted in a developing country context which limits its generalizability in other cultural backgrounds. Hence, further investigation could test the role of followership using different samples and methods. Practical implications Organizations need to pay more attention to followers’ development to produce better followership outcomes that will ultimately help establish strong relationships with transformational leaders and sustained positive outcomes. Originality/value This study empirically tests Shamir’s (2007) “reversing the lens” perspective and extends a distinct theoretical contribution to the social exchange theory that neither followers are passive participants, nor always on the receiving end of the relationship but they actively participate to establish a strong relationship with their leaders.

Effects of supervisor's developmental feedback on employee loyalty: A moderated mediation model

2020 ◽  
Vol 48 (1) ◽  
pp. 1-14
Author(s):  
Yun Guo ◽  
Guobao Xiong ◽  
Zeyu Zhang ◽  
Jianrong Tao ◽  
Chuanjun Deng
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Linear Regression Analysis ◽  
Interactional Justice ◽  
Employee Loyalty ◽  
Employee Trust ◽  
Moderated Mediation Model ◽  
Developmental Feedback ◽  
Managerial Implications ◽  
Supervisor Trust

We utilized social exchange theory to examine the effects that supervisor developmental feedback has on employee loyalty toward the supervisor. The 337 participants for our study were recruited from a large manufacturing enterprise in Hunan, China. Using hierarchical linear regression analysis, we found that supervisor developmental feedback was positively related to both trust in, and employee loyalty toward, the supervisor. Trust was not only positively associated with employee loyalty toward the supervisor but also partially mediated the relationship between supervisor developmental feedback and employee loyalty toward the supervisor. Further, interactional justice moderated the positive relationship between supervisor developmental feedback and employee trust of the supervisor, such that the strength of this relationship was enhanced as interactional justice increased. Managerial implications and directions for further research are discussed.

scholarly journals When and How Does Sustainable HRM Improve Customer Orientation of Frontline Employees? Satisfaction, Empowerment, and Communication

2021 ◽  
Vol 13 (7) ◽  
pp. 3693
Author(s):  
Youngsam Cho ◽  
Yongduk Choi
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Customer Orientation ◽  
Frontline Employees ◽  
Hrm Practices ◽  
Employees Satisfaction ◽  
Organizational Empowerment ◽  
Research Findings ◽  
Comprehensive Framework ◽  
The Relationship

This study investigated the relationship between sustainable human resource management (HRM) practices, employee satisfaction, and customer orientation of frontline employees (FLEs) in the hotel industry from the perspective of internal marketing. Specifically, the study focused on three facets of sustainable HRM practices (i.e., training, reward, and benefit) as well as organizational empowerment and communication as FLE-supportive contexts. Although some studies have examined the relationship between HRM practices and customer orientation, they overlooked the importance of service context in facilitating FLE customer orientation. Thus, this study developed a comprehensive framework based on social exchange theory and self-determination theory. The results show that all three facets of the sustainable HRM practices were positively related to FLEs’ satisfaction. FLEs’ satisfaction was also positively related to their customer orientation. Furthermore, both organizational empowerment and communication moderated the relationship between FLEs’ satisfaction and customer orientation, which showed a positive relationship only when FLEs perceived high organizational empowerment or communication. The research findings provide beneficial theoretical and practical implications.

Social movements and exchanges: Sketch of a theory

2021 ◽  
pp. 104346312110351
Author(s):  
Nicolás M Somma
Keyword(s):  
Social Movements ◽  
Social Movement ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Strategic Behavior ◽  
Exchange Theory ◽  
Voluntary Organizations ◽  
Strategic Choices ◽  
Homo Economicus ◽  
Political Leverage

Using social exchange theory, this article presents a new theory for understanding the strategic choices made by social movement leaders—the “movement exchanges” theory. It looks at how leaders engage in exchanges of valued rewards with constituencies, institutional political players, bystander publics, and voluntary organizations. Leaders receive from these players important rewards (like committed activists, political leverage, and resources) for achieving movement goals. In turn, leaders make strategic choices (expressed in frames, tactics, targets, and claims) that other players find rewarding, favoring persistent exchanges across time. By considering movements’ simultaneous exchanges with several players, the theory makes sense of choices that remain puzzling for major movement theories. It also blends strategic behavior with culture (in the form of utopias, ideology, and emotions) but does not require the maximizing assumption of the homo economicus. I use the case of the contemporary Chilean student movement to illustrate the theory.

Team Networks and Team Identification: The Role of Leader-Member Exchange

2013 ◽  
Vol 41 (7) ◽  
pp. 1115-1123 ◽  
Author(s):  
KeXin Guan ◽  
ZhengXue Luo ◽  
JiaXi Peng ◽  
Zhen Wang ◽  
HaiTing Sun ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Identity Theory ◽  
Social Exchange Theory ◽  
Team Identification ◽  
Leader Member Exchange ◽  
Exchange Relationships ◽  
Member Exchange ◽  
The Mean ◽  
The Relationship

We examined the relationship among team networks, leader-member exchange (LMX), and team identification in the workplace. Social network theory, social exchange theory, and social identity theory served as references for our theoretical propositions and analyses. We collected data from a sample of 223 teams of military personnel, serving in the artillery in West China. We found that the team networks had a significant effect on team identification. Further, the variance and the mean for LMX in teams interacted in influencing team identification (β =-.893, p < .01). Our findings indicated that creating productive networks in teams would be useful to enhance team identification, the effect of which may be carried on through to building exchange relationships between leader and follower.

scholarly journals Grandparenting and the Receipt of Filial Piety From Adult Children in Chinese American Families

2020 ◽  
Vol 4 (Supplement_1) ◽  
pp. 345-346
Author(s):  
Jeung Hyun Kim
Keyword(s):  
Social Exchange ◽  
Adult Children ◽  
Filial Piety ◽  
Social Exchange Theory ◽  
Role Theory ◽  
Intergenerational Relationships ◽  
Chinese American ◽  
Chinese American Families ◽  
Grandparent Caregiving ◽  
American Families

Abstract The current study explores the association between grandparent caregiving by Chinese American elders and their perceived receipt of filial support from their adult children, called filial piety (xiao). Many studies find a correlation between grandparent caregiving and filial behaviors from their adult children, which is notably higher among minority families, especially among Asians than among white families, stimulated by the norm of reciprocity, familism, and extended kinship. Drawing from the theory of intergenerational relationships, social exchange theory, and the role theory, this study questions whether a more active engagement in grandparenting renders higher levels of filial piety returns from adult children. It uses the PINE data, a survey on the wellbeing of Chinese American elders in Chicago. The results show that more hours of grandparent caregiving relate to higher returns of filial piety perceived by older parents. Correspondingly, though with a marginal significance, more pressures to take care of a grandchild from adult children reduce the elders’ perception of filial piety receipt. No interaction effect is found between the grandparenting hours and the pressure from adult children. Additionally, Chinese American elders possessing higher levels of education, mastery, and longer stays in the US perceive lower levels of filial piety receipt from adult children. Discussion will focus on how grandparent caregiving can be mutually beneficial and strengthen intergenerational relationships among Chinese American families.

scholarly journals We Trust You! A Multilevel-Multireferent Model Based on Organizational Trust to Explain Performance

2021 ◽  
Vol 18 (8) ◽  
pp. 4241
Author(s):  
Marisa Salanova ◽  
Hedy Acosta Antognoni ◽  
Susana Llorens ◽  
Pascale Le Blanc
Keyword(s):  
Organizational Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Organizational Trust ◽  
Organizational Practices ◽  
Return On Assets ◽  
Top Managers ◽  
Psychological Mechanism ◽  
And Performance

This study tests organizational trust as the psychosocial mechanism that explains how healthy organizational practices and team resources predict multilevel performance in organizations and teams, respectively. In our methodology, we collect data in a sample of 890 employees from 177 teams and their immediate supervisors from 31 Spanish companies. Our results from the multilevel analysis show two independent processes predicting organizational performance (return on assets, ROA) and performance ratings by immediate supervisors, operating at the organizational and team levels, respectively. We have found evidence for a theoretical and functional quasi-isomorphism. First, based on social exchange theory, we found evidence for our prediction that when organizations implement healthy practices and teams provide resources, employees trust their top managers (vertical trust) and coworkers (horizontal trust) and try to reciprocate these benefits by improving their performance. Second, (relationships among) constructs are similar at different levels of analysis, which may inform HRM officers and managers about which type of practices and resources can help to enhance trust and improve performance in organizations. The present study contributes to the scarce research on the role of trust at collective (i.e., organizational and team) levels as a psychological mechanism that explains how organizational practices and team resources are linked to organizational performance.

scholarly journals The impact of transformational leadership and interactional justice on follower performance and organizational commitment in a business context

2021 ◽  
Vol 46 (4) ◽  
pp. 274-283
Author(s):  
Geir Thompson ◽  
Robert Buch ◽  
Per-Magnus Moe Thompson ◽  
Lars Glasø
Keyword(s):  
Transformational Leadership ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Leadership Behavior ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Business Context ◽  
Direct Reports ◽  
The Impact

The relationships between transformational leaders and several follower outcomes have been well investigated, but the mechanism through which these leadership behaviors relate to such outcomes is relatively unexplored. By investigating the mediating role of interactional justice, using structural equation modeling analyses, and data collected from supervisors and direct reports at various organizational levels, the present study provides insight into the psychological processes underlying transformational leadership and its effectiveness on follower outcomes. In line with social exchange theory, the main takeaway from the present study is suggesting that leaders, who display transformational leadership behavior in a manner perceived by followers as respectful, fair, and consistent with moral and ethical standards, may expect greater follower organizational attachment as an appropriate response to interactional justice.

scholarly journals Status Quos Are Made to be Broken: The Roles of Transformational Leadership, Job Satisfaction, Psychological Empowerment, and Voice Behavior

SAGE Open ◽  
2021 ◽  
Vol 11 (2) ◽  
pp. 215824402110067
Author(s):  
Sehrish Ilyas ◽  
Ghulam Abid ◽  
Fouzia Ashfaq ◽  
Muhammad Ali ◽  
Wasif Ali
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Psychological Empowerment ◽  
Employee Voice ◽  
Voice Behavior ◽  
Multiple Mediation ◽  
Significant Difference ◽  
The Relationship

Employee voice behavior has attained significant attention in contemporary research due to its positive consequences for both workers and employers. Drawing on the social exchange theory, this study examined the mediating role of job satisfaction and psychological empowerment on the relationship between transformational leadership and employee’s voice behavior. Data were collected through survey questionnaires by utilizing a three-wave time-lagged study design from employees from diverse private and public sector organizations in Pakistan. The parallel multiple mediation is tested through Hayes’s process macro. The results indicate that job satisfaction and psychological empowerment partially mediate the relationship between transformational leadership and employee’s voice behavior. Further analysis depicts that both job satisfaction and psychological empowerment leveraged under transformational leadership act as parallel mediators and have no statistical significant difference between them. The theoretical and managerial implications are discussed.

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.

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