scholarly journals A Study on the Sustainable Structural Relations between Social Exchange Relationship Characteristics and Social Contagion Effect in Beauty-Related One-Person Media

2021 ◽  
Vol 13 (20) ◽  
pp. 11140
Author(s):  
Sungmin Kang ◽  
Younkue Na
Keyword(s):  
Path Analysis ◽  
Social Exchange ◽  
Social Cohesion ◽  
Collective Intelligence ◽  
Personal Characteristics ◽  
Group Cohesiveness ◽  
Contagion Effect ◽  
Exchange Relationship ◽  
Situational Characteristics ◽  
Task Cohesion

This study examined how members of beauty-related one-person media networks build sustainable ties with other members through various exchange activities and diffuse information based on the social contagion effect. Accordingly, social exchange relationship characteristics of beauty-related one-person media were specified and structural relations through which these characteristics affect group cohesiveness, conformity-based collective intelligence, and fad-like behavior were identified. A sample of 529 users with experience of consuming information on beauty-related one-person media was selected, and research hypotheses were tested via reliability testing, validity testing, measurement model analysis, and path analysis using SPSS ver. 23.0 and AMOS ver. 23.0. First, the path analysis between social exchange relationship characteristics of beauty-related one-person media and group cohesiveness revealed that relational characteristics significantly affected social cohesion, but situational characteristics and personal characteristics did not. Additionally, situational characteristics and personal characteristics significantly affected task cohesion, but relational characteristics did not. Second, the path analysis between group cohesiveness (social cohesion, task cohesion) and conformity-based collective intelligence in beauty-related one-person media revealed that social cohesion and task cohesion significantly affected conformity-based collective intelligence. Third, the path analysis between conformity-based collective intelligence and fad-like behavior in beauty-related one-person media clarified that conformity-based collective intelligence significantly affected fad-like behavior.

Organization-Based Self-Esteem Affects Employees' Exchange Relationship Perceptions and Extrarole Behavior

2016 ◽  
Vol 44 (3) ◽  
pp. 509-517 ◽  
Author(s):  
Yanhan Zhu
Keyword(s):  
Social Exchange ◽  
Positive Relationship ◽  
Mainland China ◽  
Negative Relationship ◽  
Self Esteem ◽  
Moderating Effect ◽  
Exchange Relationship ◽  
Significant Positive Relationship ◽  
Significant Negative Relationship ◽  
Practical Implications

The 2 types of exchange relationship perceptions—social exchange relationship perceptions (SERPs) and economic exchange relationship perceptions (EERPs)—constitute the primary concept for understanding individual behavior in the workplace. Using a sample of 581 employees from Mainland China, I explored the effects of SERPs and EERPs on employee extrarole behavior (ERB), as well as the moderating effect of organization-based self-esteem (OBSE) on the relationships between SERPs and ERB, and between EERPs and ERB. The results revealed a significant positive relationship between SERPs and ERB, a significant negative relationship between EERPs and ERB, and a significant moderating effect for OBSE. Theoretical and practical implications of these findings are discussed.

The Public Sector Mediation Process

1978 ◽  
Vol 22 (2) ◽  
pp. 209-240 ◽  
Author(s):  
Thomas A. Kochan ◽  
Todd Jick
Keyword(s):  
New York ◽  
Public Sector ◽  
Personal Characteristics ◽  
Mediation Process ◽  
Municipal Governments ◽  
The Public ◽  
Situational Characteristics ◽  
Alternative Sources ◽  
Using Data ◽  
The Impact

This paper develops and tests a model of the labor mediation process using data from a sample of negotiations involving municipal governments and police and firefighter unions in the State of New York. The test of the model also incorporates an estimate of the impact of a change in the statutory impasse procedures governing these groups. The model examines the impact of (1) alternative sources of impasse, (2) situational characteristics, (3) strategies of the mediators, and (4) personal characteristics of the mediators on the probability of settlement, percentage of issues resolved in mediation, movement or compromising behavior, and the tendency to hold back concessions in mediation. The results indicate that the change in the impasse procedure had a marginal affect on the probability of settlement in the small to medium cities in the sample but little or no effect on the larger cities. Furthermore, a number of other measures of the sources of impasse and mediator strategies and characteristics had a stronger impact on the effectiveness of the mediation process than the nature of the impasse procedure.

scholarly journals Using a Personal-Disclosure Mutual-Sharing Approach to Deliver a Team-Based Mindfulness Meditation Program to Enhance Cohesion

2021 ◽  
Vol 35 (1) ◽  
pp. 22-29
Author(s):  
Piotr A. Piasecki ◽  
Todd M. Loughead ◽  
Kyle F. Paradis ◽  
Krista J. Munroe-Chandler
Keyword(s):  
Social Cohesion ◽  
Mindfulness Meditation ◽  
Team Building ◽  
Intervention Group ◽  
Soccer Players ◽  
Control Group ◽  
Task Cohesion ◽  
Viable Approach ◽  
Building Program ◽  
Personal Disclosure

In an effort to increase perceptions of cohesion among intercollegiate soccer players, a team-based mindfulness meditation program was undertaken. This team-building program was delivered by using a personal-disclosure mutual-sharing approach. A total of 31 female intercollegiate soccer players from two teams participated. Assigned to the intervention condition was a Canadian intercollegiate team (U Sports), while the control condition was an American intercollegiate team (NCAA, Division II). The participants completed a measure of cohesion (Group Environment Questionnaire) pre- and postintervention. Controlling for the preintervention scores, the 8-week team-based mindfulness meditation program resulted in significantly higher perceptions of social cohesion for the intervention group compared with the control group at postintervention. However, there were no significant differences in task cohesion between the intervention and control groups at postintervention. Using personal disclosure, mutual sharing seems a viable approach by which to deliver a team-based mindfulness meditation program to enhance a team’s social cohesion.

An Introduction to a Metabehavioral Model with Implications for Social Skills Training for Aggressive Adolescents

1988 ◽  
Vol 62 (1) ◽  
pp. 19-22 ◽  
Author(s):  
Henry Svec ◽  
Joseph Bechard
Keyword(s):  
Social Skills ◽  
Social Skills Training ◽  
Social Performance ◽  
Personal Characteristics ◽  
Skills Training ◽  
Task Demands ◽  
Behaviorally Disordered ◽  
Situational Characteristics ◽  
Environment Variables

A model is introduced which combines traditional metacognitive explanations for the acquisition of social skills with situationally specific environment variables. This “metabehavioral” model suggests considering such variables as situational characteristics, task demands, and personal characteristics in predicting social performance. Use of this model may help professionals training behaviorally disordered children in social skills.

The team cohesion-performance relationship: A meta-analysis exploring measurement approaches and the changing team landscape

2021 ◽  
pp. 204138662110411
Author(s):  
Rebecca Grossman ◽  
Kevin Nolan ◽  
Zachary Rosch ◽  
David Mazer ◽  
Eduardo Salas
Keyword(s):  
Team Performance ◽  
Social Cohesion ◽  
Performance Metrics ◽  
Team Cohesion ◽  
Plain Language ◽  
Predictive Capacity ◽  
Research And Practice ◽  
Optimal Measurement ◽  
Task Cohesion ◽  
Team Characteristics

Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams is also changing, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing modern and traditional team characteristics, we uncovered various insights. First, the cohesion-performance relationship varies based on degree of proximity. More proximal measures –task cohesion, referent-shift, and behaviorally-focused– show stronger relationships compared to social cohesion, direct consensus, and attitudinally-focused, which are more distal. Differences are more pronounced when performance metrics are also distal. Second, group pride is more predictive than expected. Third, the cohesion-performance relationship and predictive capacity of different measures are changing in modern contexts, but findings pertaining to optimal measurement approaches largely generalized. Lastly, important nuances across modern characteristics warrant attention in research and practice. Plain Language Summary Team cohesion is an important antecedent of team performance, but our understanding of this relationship is mired by inconsistencies in how cohesion has been conceptualized and measured. The nature of teams has also changed over time, and the effect of this change is unclear. By meta-analyzing the cohesion-performance relationship ( k = 195, n = 12,023), examining measurement moderators, and distinguishing between modern and traditional team characteristics, we uncovered various insights for both research and practice. First, the cohesion-performance relationship varies based on degree of proximity. Measures that are more proximal to what a team does – those assessing task cohesion, utilizing referent shift items, and capturing behavioral manifestations of cohesion – show stronger relationships with performance compared to those assessing social cohesion, utilizing direct consensus items, and capturing attitudinal manifestations of cohesion, which are more distal. These differences are more pronounced when performance metrics are also more distal. Second, despite being understudied, the group pride-performance relationship was stronger than expected. Third, modern team characteristics are changing both the overall cohesion-performance relationship and the predictive capacity of different measurement approaches, but findings pertaining to the most optimal measurement approaches largely generalized in that these approaches were less susceptible to the influence of modern characteristics. However, in some contexts, distal cohesion metrics are just as predictive as their more proximal counterparts. Lastly, there are important nuances across different characteristics of modern teams that warrant additional research attention and should be considered in practice. Overall, findings greatly advance science and practice pertaining to the team cohesion-performance relationship.

The influence of supervisor bottom-line mentality and employee bottom-line mentality on leader-member exchange and subsequent employee performance

2019 ◽  
Vol 73 (8) ◽  
pp. 1157-1181 ◽  
Author(s):  
Matthew J Quade ◽  
Benjamin D McLarty ◽  
Julena M Bonner
Keyword(s):  
Social Exchange ◽  
Employee Performance ◽  
Well Being ◽  
Field Studies ◽  
Leader Member Exchange ◽  
Exchange Relationship ◽  
Bottom Line ◽  
Ethical Practices ◽  
Member Exchange ◽  
Negative Effect

Are supervisors who care more about profits than employee well-being seen by employees as being good exchange partners? How do employees perceive and respond to supervisors who treat the bottom line as more important than anything else? Supervisors who hold a bottom-line mentality (BLM) neglect competing priorities such as employee well-being and ethical practices to focus on securing bottom-line success. We find high-BLM supervisors serve as low-quality exchange partners with their employees, resulting in employee perceptions of low-quality leader-member exchange (LMX) relationships. In turn, employees reciprocate by withholding the very thing the supervisor desires—performance—in order to maintain balance in the exchange relationship. As such, supervisors who possess a BLM could actually be negatively impacting the organization’s bottom line through the harmful social exchange relationships they engender with their employees and their impact on employee task performance. We also examine the moderating role of employee BLM on these relationships. When employee BLM is low, we observe a greater negative effect on employee value judgments of the supervisor (i.e. reduced LMX perceptions) and lower employee performance. We test and find support for all of our hypotheses in two multi-source (i.e. employee-supervisor dyads), time-lagged field studies ( N = 189 and N = 244).

A Model of the Distributor's Perspective of Distributor-Manufacturer Working Relationships

1984 ◽  
Vol 48 (4) ◽  
pp. 62-74 ◽  
Author(s):  
James C. Anderson ◽  
James A. Narus
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Empirical Test ◽  
Exchange Theory ◽  
Working Relationships ◽  
Exchange Relationship ◽  
Channels Of Distribution

Building upon work from social exchange theory and channels of distribution, a model of distributor-manufacturer working relationships from the distributor's perspective is presented. An initial empirical test, using a structural equation methodology, provided acceptable support of the model, given some measurement limitations. Further work on modeling both perspectives of the exchange relationship is discussed.

Social Exchange and the Effects of Employee Stock Options

ILR Review ◽  
2019 ◽  
Vol 73 (1) ◽  
pp. 124-152 ◽  
Author(s):  
Peter Cappelli ◽  
Martin Conyon ◽  
David Almeda
Keyword(s):  
Job Performance ◽  
Social Exchange ◽  
Financial Incentives ◽  
Stock Options ◽  
Fixed Effects ◽  
Empirical Studies ◽  
Exchange Relationship ◽  
Current Period ◽  
Incentive Effects ◽  
Exchange Effects

The authors assert that broad-based stock options create a social exchange relationship between the employer and employees, leading to higher individual job performance in the next period. They compare this social exchange hypothesis to the more typical incentive-based explanation for stock options, which is that holding options generates financial incentives for better individual job performance in the current period. Findings show that significant and meaningful relationships are associated with social exchange effects and that these are both independent of incentive effects and arguably greater than those for the incentive effects. The authors use non-parametric and parametric fixed effects models, other controls for sample heterogeneity, and alternative specifications to address possible concerns about identification and endogeneity. These results extend empirical studies of social exchange relationships to common workplace practices. They also raise the possibility that some of the performance effects attributed to incentives in other studies may actually be attributable to social exchange effects.

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