Introduction to Academy-Business Inter-Organizational Partnerships

2021 ◽  
pp. 1-55
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Resource Dependence ◽  
Open Systems ◽  
Resource Dependence Theory ◽  
State Governments ◽  
Cross Sectional ◽  
Organizational Partnerships ◽  
Network Functionality

This chapter explores organizational theory including inter-organizational behavior and several pro-social concerns for both individuals and organizations. A wide range of organizational theories support academy-business inter-organizational partnership functionality. Such theories include rational, natural, and open systems; identity and pro-social behavior; institutional theory; resource dependence theory; social exchange theory; stakeholder theory; and academic capitalism. Inter-organizational behavior is supported by network functionality as well as cross-sectional involvement by the federal and state governments. Inter-organizational partnerships are complex. Little research has been a focus specifically between higher education and companies. The academy-business inter-organizational partnership typology is introduced as a framework for exploring these relationships including concerns of philanthropic, transactional, symbiotic, and synergistic partnership dimensions.

Philanthropy, political connection and debt finance

2016 ◽  
Vol 7 (4) ◽  
pp. 451-473
Author(s):  
Weian Li ◽  
Pengcheng Wang
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Strategic Behavior ◽  
Resource Dependence ◽  
Resource Dependence Theory ◽  
Private Enterprises ◽  
Political Connection ◽  
Content Type ◽  
Debt Finance ◽  
The Relationship

Purpose Philanthropy is taken as a strategic behavior by private enterprises to obtain financial resources from governments. This paper aims to examine the relationship between private enterprise philanthropy and the debt finance, further investigating the way by which governments exchange resources with private enterprises. Design/methodology/approach The paper opted for an empirical study using a sample of 1,489 Chinese private-listed companies from 2007 to 2010. The study analyzed the relationship between philanthropy and debt finance based on the resource dependence theory and social exchange theory and tested the moderating effect of political connection. Findings Philanthropy can help private enterprises to get the debt finance, and this effect occurs mainly among the political connected private enterprises; the higher degree of credit allocation marketization is, the less philanthropy can affect the debt finance and the less influence political connection can exert on that relationship. Philanthropy contributes to debt financing mainly because it can help obtain more long-term loan, and this effect is more obvious for politically connected private enterprises in regulated industries. Originality/value This paper verifies the action logic of private enterprises philanthropy from the perspective of exchange behavior, which is helpful to understand the motive and influence of private enterprises philanthropy.

scholarly journals Relationship Between Teams’ Leader–Member Exchange Characteristics and Psychological Outcomes for Nurses and Nurse Managers: A Cross-Sectional Study in Japan

2021 ◽  
Vol 7 ◽  
pp. 237796082110259
Author(s):  
Saeka Kawaguchi ◽  
Yukie Takemura ◽  
Kimie Takehara ◽  
Keiko Kunie ◽  
Naoko Ichikawa ◽  
...  
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Nurse Managers ◽  
Cross Sectional Study ◽  
Leader Member Exchange ◽  
Management Effectiveness ◽  
University Hospitals ◽  
Cross Sectional ◽  
Psychological States ◽  
Member Exchange

Introduction The Leader–Member Exchange (LMX) theory, based on the social exchange theory, relates to positive psychological states among nurses. However, the influence of various LMX qualities coexisting within a team on nurses or nurse managers is still uncleared. Objective This study examines the relationship of nurses and nurse managers’ psychological states with the average LMX and LMX dispersion among nurses in their units. Methods The study was conducted at two university hospitals in March 2017 using anonymous questionnaires. Nurses completed the LMX-7 scale and the subscales of job satisfaction, achievement, and growth from the Checklist on Commitments Related to Work. Nurse managers completed the subscales of management satisfaction, effectiveness, and extracting extra effort from the Multifactor Leadership Questionnaire. Both nurses and managers completed the Intention to Continue Working scale. The nurses’ data were analyzed using a multilevel analysis to clarify associations between nurses’ psychological states and LMX, average LMX, and LMX dispersion. Hierarchical multiple regression analysis tested to test the correlations of the psychological states of nurse managers with average LMX and LMX dispersion. Results Data from 586 nurses and 28 managers were analyzed. The LMX and average LMX of nurses were positively related to positive psychological states. Nurse managers displayed significant associations between high LMX dispersion and good psychological states. When average LMX was low, management effectiveness increased as LMX dispersion increased; when average LMX was high, management effectiveness was almost constant. Conclusion The unit’s LMX characteristics appear to be related to the psychological states of both nurses and nurse managers. Increasing the LMX of each nurse may lead to positive psychological states for not only that nurse but all nurses in the unit. When LMX with subordinates is low, increasing LMX with a portion of nurse managers should be a priority to improve their psychological states.

The Indirect Effect of Justice Perceptions on Job Satisfaction Among Hispanic Employees

2018 ◽  
Vol 40 (4) ◽  
pp. 486-503 ◽  
Author(s):  
Laura Heron ◽  
Robert Coseano ◽  
Valentina Bruk-Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Behavior ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Exchange Theory ◽  
Attitudes And Behaviors ◽  
Justice Perceptions ◽  
The Relationship ◽  
Overall Job Satisfaction ◽  
The U.S

The notion that justice perceptions greatly influence behaviors and attitudes at work has been supported in the organizational behavior literature. Given the significant increase of Hispanic employees in the U.S. workforce in the last two decades, more research is needed to understand how justice relates to important outcomes in this population. The present study uses social exchange theory to examine conflict as a mediator of the relationship between justice and overall job satisfaction, and three individual facets of job satisfaction in a sample of 154 working Hispanic young adults in a variety of jobs. Findings indicate that conflict mediates the relationship between each dimension of justice and overall job satisfaction, and between two out of three examined facets of job satisfaction. The results provide evidence for the importance of justice perceptions in determining the attitudes and behaviors of Hispanic employees in the workplace.

Managerial support for development and turnover intention

2018 ◽  
Vol 31 (1) ◽  
pp. 135-153 ◽  
Author(s):  
Manish Kumar ◽  
Hemang Jauhari ◽  
Ashish Rastogi ◽  
Sandeep Sivakumar
Keyword(s):  
Job Satisfaction ◽  
Social Exchange ◽  
Organizational Support ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Cross Sectional Survey ◽  
Cross Sectional ◽  
Content Type ◽  
Managerial Support ◽  
The Relationship

Purpose The purpose of this paper is to integrate learnings from social exchange theory, organizational support theory and JD-R model to explore the relationship among support for development, work engagement (WE), job satisfaction (JS) and turnover intention (TI). It was hypothesized that the relationship between managerial support for development (MSD) and TI would be explained through organizational support for development (OSD), WE and overall job satisfaction (OJS). Design/methodology/approach A cross-sectional survey on a sample of 5,088 service industry employees undergoing organizational change and working in the business-to-business context was employed. Reponses were analyzed using IBM® SPSS® AMOSTM 20. Findings The findings were along the hypothesized lines. The study found support for mediation by OSD, WE and OJS, respectively of MSD and TI relationship. Similarly, the mediation of MSD-OJS relationship by OSD and WE, respectively were also supported. Furthermore, OSD mediated the relationship between MSD and WE; while the relationship between OSD and TI was mediated by WE and OJS, respectively and additionally, the OSD-OJS relationship was mediated by WE. Lastly, the mediation of WE-TI relationship by OJS was also supported. Therefore, the sequence of MSD-OSD-WE-OJS-TI partial mediation model was supported. Research limitations/implications While the sample size (n=5,088) is large, the respondents belong to one business unit of an organization, constraining generalizability. Additionally, the study is limited by cross-sectional design. Finally, the study was restricted by the choices of perceptual measures of study variables and non-quantitative evaluation of discretion/job demand. Originality/value Using learnings from multiple theories, the present study examined the roles of two sources of support for development (organizational and managerial) and two job-related states (WE and JS) in relating with TI. Interestingly, all the expected relationships were true in a context signifying the discretionary nature of organization. Further, testing of alternate models gives additional credence to the findings.

“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.

scholarly journals HUMAN RESOURCES AND INNOVATIVE BEHAVIOUR: IMPROVING NURSING PERFORMANCE

2018 ◽  
Vol 22 (02) ◽  
pp. 1850019 ◽  
Author(s):  
MATTHEW J. XERRI ◽  
STUART R. M. REID
Keyword(s):  
Social Exchange ◽  
Social Exchange Theory ◽  
Mediating Effect ◽  
Self Report ◽  
Cross Sectional ◽  
Hr Management ◽  
Innovative Behaviour ◽  
Management Factors ◽  
The Relationship ◽  
Training Opportunities

This study examines, using the social exchange theory, the mediating effect of employees’ perception of wellbeing on the relationship between two human resource (HR) management factors (satisfaction with teamwork and satisfaction with training opportunities) and innovative behaviour of nurses working in Australian public and private hospitals. Current nurse shortages and limited budgets have increased the need for hospitals to improve their efficiency and cost-effectiveness. It is proposed that fostering innovative behaviour is one way that hospitals can improve the efficiency and effectiveness of nurses. A cross-sectional self-report survey was completed by 220 nurses working within Australian hospitals. The results show that an employee’s perception of their wellbeing completely mediated the relationship between satisfaction with training opportunities and their innovative behaviour and partially mediated the relationship between satisfaction with teamwork and innovative behaviour. The findings shed new light on how HR management factors can foster innovative behaviour. The results raise new implications for managers seeking to stimulate innovative behaviour, highlighting the importance of cultivating an organisational environment conducive to positive perceptions of wellbeing.

What are the best HRM practices for retaining experts? A longitudinal study in the Canadian information technology sector

2015 ◽  
Vol 36 (3) ◽  
pp. 416-432 ◽  
Author(s):  
Stéphane Renaud ◽  
Lucie Morin ◽  
Jean-Yves Saulquin ◽  
Jocelyne Abraham
Keyword(s):  
Information Technology ◽  
Longitudinal Data ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Positive Impact ◽  
Cross Sectional ◽  
Content Type ◽  
Hrm Practices ◽  
Expert Status ◽  
The Impact

Purpose – The purpose of this paper is to answer the following two questions: What are the HRM practices that have a significant impact on employees’ functional retention?, and Does the impact of these HRM practices on functional retention differ based on the employee’s status as an expert or a non-expert? Our theoretical foundation rests on human capital theory and social exchange theory. Design/methodology/approach – This study uses longitudinal data that come from multiple surveys conducted on new employees within a Canadian subsidiary of an international information technology (IT) firm. Findings – Results show that four out of five HRM practices under study have a significant and positive impact on functional retention of employees regardless of their expert status: satisfaction with a respectful and stimulating work environment, satisfaction with training and development, satisfaction with innovative benefits and satisfaction with incentive compensation significantly increase functional retention of employees. Functional retention was found to be higher for experts than for their non-expert counterparts. Last, results show that expert/non-expert status play a moderating role between HRM practices and functional retention. Originality/value – In short, this study offers five main contributions to the literature: first, it focuses on retention rather than turnover; second, it goes further by examining functional retention as the dependant variable; third, it distinguishes between two categories of employees: experts and non-experts; fourth, it extends the limited literature on IT workers, HRM practices and retention; and fifth, it is based on longitudinal data whereas the overwhelming majority of published studies have been based on cross-sectional data.

scholarly journals Nexus among Perceived Organizational Politics and Organizational Citizenship Behavior Under the lenses of Social Exchange Perceptions

2020 ◽  
pp. 7-16
Author(s):  
Ayesha Nawal ◽  
Zainudin Awang ◽  
Asad ur Rehman ◽  
Hamid Mehmood
Keyword(s):  
Organizational Behavior ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Social Exchange Theory ◽  
Organizational Politics ◽  
Negative Influence ◽  
Positive Influence ◽  
Citizenship Behavior ◽  
Indirect Relationship

Employee-organization relationship is most debatable and interested phenomena of organizational behavior research stream. This study aims to investigate the influence of perceived organizational politics on organizational citizenship behavior under the lenses of social exchange theory. This study also propose that perceptions of social exchange not only mitigate the influence of perceived organizational politics but also enhance employees’ voluntary efforts to engage in extra-role behaviors. Data was collected from the staff of SMEs operating in Lahore, Pakistan. Structured questionnaires were used to collect data from target respondents. Results revealed that perceived organizational politics do not directly have negative influence on organizational citizenship behavior. However, perceived organizational politics has effect on social exchange perceptions and social exchange perceptions have positive influence on citizenship behavior. Indirect relationship exists among POP and OCB which is fully mediated by social exchange perceptions.

Pathways to job engagement: evidences from the software industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sumbul Zaman ◽  
Amirul Hasan Ansari
Keyword(s):  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Positive Association ◽  
Cross Sectional Study ◽  
Quality Of Work Life ◽  
Equation Modeling ◽  
Job Engagement ◽  
Cross Sectional ◽  
Content Type

Purpose The purpose of this paper is to broaden the link between workplace flexibility (WF) and job engagement (JE) while considering quality of work life (QWL) as mediator and the use of knowledge sharing (KS) as moderator. While numerous studies have focused solely on the importance of WF, QWL, KS and JE only exclusively, this study integrates them to delineate their association and to empirically assess the relationships. To advance an in-depth knowledge of these aspects, the study goes beyond the conventional findings. Design/methodology/approach In total, 378 employees from software firms in India participated in the questionnaire-based survey. It is a cross-sectional study. The proposed conceptual model and hypothesis were analyzed and tested by structural equation modeling and process macro. Drawing on the person environment (P-E) fit theory and social exchange theory, the authors discuss how QWL mediates and KS moderates the association between WF and JE. Findings Results indicate a positive association between WF and JE. Furthermore, it was found that QWL mediated and KS moderated this association. Practical implications Findings of the study will help the management to comprehend the significance QWL interventions in increasing their JE. This paper may encourage HR managers in the Information Technology (IT) industry to perceive the importance of KS. Moreover, the study accentuates flexible work options as essential phenomenon to positively impinge on the JE of employees in the IT sector. Originality/value The present study tries to enrich the extant research on WF and JE while it demonstrates the use of QWL interventions and KS as vital constructs that may significantly and positively influence JE.

Effects of boards of directors' external ties on firms' IT success

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jie Wang ◽  
Xingteng Li
Keyword(s):  
Boards Of Directors ◽  
Resource Dependence ◽  
Institutional Environment ◽  
Positive Impact ◽  
Environmental Uncertainty ◽  
Resource Dependence Theory ◽  
Cross Sectional ◽  
Content Type ◽  
Political Association ◽  
It Success

PurposeGiven the huge investment and complexity of information technology, it is imperative that boards of directors fully play their important role in promoting firms' IT success. This study aims to investigate the effects of boards of directors' external ties on firms' IT success from the perspective of resource dependence theory.Design/methodology/approachAccording to the method of the matched sample comparison group, a total of 576 samples of listed enterprises in three periods were obtained.FindingsResults show that both boards' political ties and boards' business ties have a positive impact on firms' IT success. Environmental uncertainty and the institutional environment play different roles in the relationships between two types of external ties and firms' IT success. Specifically, the results show that the institutional environment can regulate the influence of the political association of directors on firms' IT success negatively. In addition, environmental uncertainty regulates the influence of directors' political association on firms' IT success negatively, as well as the influence of directors' commercial association with firms' IT success.Research limitations/implicationsThe external ties were measured by cross-sectional data. And the current study focused on two fundamental types of external ties.Originality/valueBoards' external ties are studied from both political and business perspectives, and the effects of these two types of external ties on firms' IT success are compared. Additionally, the moderating effects of the institutional environment (macro level) and environmental uncertainty (micro level) in these relationships are investigated.

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