Reciprocity Dynamics Over Time in Organizational Justice and Social Exchange

2016 ◽  
Vol 2016 (1) ◽  
pp. 15034
Author(s):  
Alex L. Rubenstein ◽  
Frank A. Bosco ◽  
David G. Allen
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Over Time

scholarly journals What’s Past (and Present) Is Prologue: Interactions Between Justice Levels and Trajectories Predicting Behavioral Reciprocity

2017 ◽  
Vol 45 (4) ◽  
pp. 1569-1594 ◽  
Author(s):  
Alex L. Rubenstein ◽  
David G. Allen ◽  
Frank A. Bosco
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Voluntary Turnover ◽  
Helping Behavior ◽  
Banking Organization ◽  
Static Approach ◽  
Changes Over Time ◽  
Main Effects ◽  
Turnover Behavior ◽  
Over Time

Much of organizational justice research has tended to take a static approach, linking employees’ contemporaneous justice levels to outcomes of interest. In the present study, we tested a dynamic model emphasizing the interactive influences of both justice levels and trajectories for predicting behavioral social exchange outcomes. Specifically, our model posited both main effects and interactions between present justice levels and past justice changes over time in predicting helping behavior and voluntary turnover behavior. Data over four yearly measurement periods from 4,348 employees of a banking organization generally supported the notion that justice trajectories interact with absolute levels to predict both outcomes. Together, the findings highlight how employees invoke present fairness evaluations within the context of past fairness trends—rather than either in isolation—to inform decisions about behaviorally reciprocating at work.

scholarly journals Beyond agency and stewardship theory: shareholder–manager relationships and governance structures in family firms

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ann Sophie K. Löhde ◽  
Giovanna Campopiano ◽  
Andrea Calabrò
Keyword(s):  
Social Exchange ◽  
Family Business ◽  
Social Exchange Theory ◽  
Family Firms ◽  
Governance Structure ◽  
Managerial Behavior ◽  
Exchange System ◽  
Content Type ◽  
The One ◽  
Over Time

PurposeChallenging the static view of family business governance, we propose a model of owner–manager relationships derived from the configurational analysis of managerial behavior and change in governance structure.Design/methodology/approachStemming from social exchange theory and building on the 4C model proposed by Miller and Le Breton-Miller (2005), we consider the evolving owner–manager relationship in four main configurations. On the one hand, we account for family businesses shifting from a generalized to a restricted exchange system, and vice versa, according to whether a family manager misbehaves in a stewardship-oriented governance structure or a nonfamily manager succeeds in building a trusting relationship in an agency-oriented governance structure. On the other hand, we consider that family firms will strengthen a generalized exchange system, rather than a restricted one, according to whether a family manager contributes to the stewardship-oriented culture in the business or a nonfamily manager proves to be driven by extrinsic rewards. Four scenarios are analyzed in terms of the managerial behavior and governance structure that characterize the phases of the relationship between owners and managers.FindingsVarious factors trigger managerial behavior, making the firm deviate from or further build on what is assumed by stewardship and agency theories (i.e. proorganizational versus opportunistic behavior, respectively), which determine the governance structure over time. Workplace deviance, asymmetric altruism and patriarchy on the one hand, and proorganizational behavior, relationship building and long-term commitment on the other, are found to determine how the manager behaves and thus characterize the owner's reactions in terms of governance mechanisms. This enables us to present a dynamic view of governance structures, which adapt to the actual attitudes and behaviors of employed managers.Research limitations/implicationsAs time is a relevant dimension affecting individual behavior and triggering change in an organization, one must consider family business governance as being dynamic in nature. Moreover, it is not family membership that determines the most appropriate governance structure but the owner–manager relationship that evolves over time, thus contributing to the 4C model.Originality/valueThe proposed model integrates social exchange theory and the 4C model to predict changes in governance structure, as summarized in the final framework we propose.

scholarly journals Exploring the Effects of Trust and Its Outcomes in B2B Relationship Stages: A Longitudinal Study

2020 ◽  
Vol 12 (23) ◽  
pp. 9937
Author(s):  
Hong-Youl Ha
Keyword(s):  
Firm Performance ◽  
Social Exchange ◽  
Social Exchange Theory ◽  
Temporal Dynamics ◽  
Start Up ◽  
B2b Relationships ◽  
The Impact ◽  
Business To Business ◽  
Positive Effect ◽  
Over Time

Temporal dynamics in business-to-business (B2B) relationships are the evolution of B2B relationship stages. This study offers new insights in examining the impact of the temporal dynamics on firm performance during the B2B relationship stages. Drawing on B2B stage models, social exchange theory and the evolution of trust, the results show that the link between trust and firm performance weakens when a relationship between two parties reaches a particular stage. trust has a positive effect on firm performance in the same period; however, this positive effect decreases over time. Thus, the impact of trust on firm performance is insignificant in subsequent relationship stages in the start-up context. The impact of trust on firm performance is unstable and decreases over time. This study offers new theoretical and managerial insights regarding the temporal dynamics in B2B relationships.

The Impact of Organizational Justice and Social Exchange on Knowledge Sharing Behaviour

2018 ◽  
Vol 24 (5) ◽  
pp. 3067-3071
Author(s):  
Yuen Yee Yen ◽  
Ng Xiang Ping ◽  
Siti Zakiah Melatu Samsi ◽  
Wendy Teoh Ming Yen
Keyword(s):  
Knowledge Sharing ◽  
Organizational Justice ◽  
Social Exchange ◽  
The Impact

Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model†

2007 ◽  
Vol 33 (6) ◽  
pp. 841-866 ◽  
Author(s):  
James J. Lavelle ◽  
Deborah E. Rupp ◽  
Joel Brockner
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Theoretical Framework ◽  
Citizenship Behavior ◽  
Attitudes And Behaviors ◽  
Similarity Model ◽  
And Behaviors ◽  
Employee Experience

An emerging trend within the organizational justice, social exchange, and organizational citizenship behavior literatures is that employees maintain distinct perceptions about, and direct different attitudes and behaviors toward, multiple foci such as the organization, supervisors, and coworkers. However, these multifoci developments have progressed, for the most part, independently of one another. Thus, to gain a more complete conceptualization of the employee experience, this review brings these respective literatures together. Specifically, the authors (a) review and organize multifoci research and theory in justice, social exchange, and citizenship behavior, (b) develop a “target similarity” model to provide a theoretical framework for conceptualizing and integrating multifoci research, and (c) o fer suggestions for future multifoci research.

scholarly journals Psychological Contract Fulfillment on Employees Reactions within the Context of Organizational Justice

2019 ◽  
Vol 2 (3) ◽  
pp. 42-57 ◽  
Author(s):  
Abdul Khaliq ◽  
Kashif Mehmood ◽  
Aamir Zamir Kamboh ◽  
Kainat Durrani ◽  
Muhammad Haidar Zarar ◽  
...  
Keyword(s):  
Longitudinal Study ◽  
Organizational Justice ◽  
Social Exchange ◽  
Psychological Contract ◽  
Positive Relationship ◽  
Exchange Relationships ◽  
Psychological Contract Fulfillment ◽  
Employee Reaction ◽  
The Impact ◽  
Employee Responses

Aim - The objective of the study was to examine the psychological contract expectations by employees and the impact of any deviation from its perceived benefits by the employees of an organization, as they occur within social exchange relationships to account for employee responses.  Methodology - This is an exploratory longitudinal study in which an investigation is made into the changes in employment obligations as perceived by employees based on the level of fulfillment of contract obligations by their employer(s).  Findings - It was deduced that an employer's inability to fulfill its contractual commitments was the foundational cause associated with the decline in cooperation of the employees to fulfill their employment obligations.  Significance - The results of the current study show that there is a significant and positive relationship between Psychological Contract Fulfilment and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Employee Reaction. Results presented that there is a significant and positive relationship between Organizational Justice and Psychological Contract Fulfilment.

scholarly journals Turnover Intention Karyawan: Pengaruh Budaya Organisasi, Organizational Justice dan Kepuasan Kerja

2020 ◽  
pp. 290
Author(s):  
Noerchoidah Noerchoidah
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Turnover Intention ◽  
Social Exchange Theory ◽  
Partial Least Square ◽  
Exchange Theory ◽  
Least Square ◽  
Purposive Sampling

Tujuan dari penelitian ini adalah untuk menganalisis penerapan konsep turnover intention pada karyawan hotel di Surabaya-Indonesia, dengan difokuskan pada peran dari konstruk kepuasan kerja sebagai variabel mediatornya. Riset ini juga bertujuan untuk menganalisis pengaruh variabel budaya organisasi dan organizational justice pada kepuasan kerja, serta menganalisis pengaruh kepuasan kerja terhadap turnover intention. Penelitian ini dilakukan pada 152 karyawan hotel di Surabaya dengan purposive sampling. Hasil penyebaran kuesioner diolah dengan teknik analisis Partial Least Square (PLS). Terdapat 7 hipotesis yang diajukan dalam penelitian ini, sebanyak  6 hipotesis yang terdukung, yaitu H1, H2, H4, H5, H6, dan H7. Sementara H3 tidak terdukung. Hasil penelitian ini mendukung social exchange theory. Adapun kesimpulan holistik penelitian ini bahwa model penelitian ini didukung secara empiris.

scholarly journals Does Organizational Justice Influence Employee Innovative Behavior in an Arabic Context? Evidence From the Libyan Oil Industry

SAGE Open ◽  
2021 ◽  
Vol 11 (3) ◽  
pp. 215824402110439
Author(s):  
Ali Fadul
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Dynamic Environment ◽  
Interactional Justice ◽  
Equation Modeling ◽  
Innovative Behavior ◽  
Oil Companies ◽  
National Oil Companies

Innovative employees are the main source of an organization’s survival in a dynamic environment. Therefore, understanding how to stimulate and sustain employee innovative behaviors is of great importance for organizations. From this perspective, based on the social exchange theory, the current study seeks to investigate the influence of organizational justice on employee innovative behavior within the Libyan context. Through a pre-designed questionnaire, data were gathered from 295 employees working for 5 Libyan national oil companies and analyzed using partial least squares—structural equation modeling [PLS]. The results indicated that procedural justice is positively related to employee innovative behavior, whereas distributive justice and interactional justice are not. The findings foster the assumption that organizational justice perceptions and responses differ across cultures based on national values. The results and implications are discussed in light of the literature and the Libyan work environment and culture.

The effects of organizational justice, trust and supervisor–subordinate guanxi on organizational citizenship behavior: a social-exchange perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tsu-Wei Yu
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Working Environment ◽  
Social Implications ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose This study aims to use a social exchange perspective to investigate the influence of organizational justice on organizational citizenship behavior (OCB). Design/methodology/approach Survey and interview data were collected from a sample of insurance firm sales representatives in Taiwan. Structural equation modeling was deployed to explore the relationship between organizational justice, trust, supervisor–subordinate guanxi and OCB. Findings The findings offer important theoretical, managerial and social implications for life insurers’ human resource managers. Practical implications Organizational justice is a primary influence on OCB, which is connected with the underlying mediating mechanism of trust (trust in supervisor and trust in subordinate) and supervisor–subordinate guanxi (i.e. off-the-job activities). Social implications Subordinates can enhance guanxi with their supervisors to create a more harmonious working environment, creating mutual trust. The results suggest that supervisor–subordinate guanxi is based on long-term social exchange. How to balance fairness and efficiency is an import question for decision-makers. Originality/value This study’s examination of the role of trust and supervisor–subordinate guanxi in mediating the relationship between organizational justice and OCB expands the organizational behavior literature into a different industry (life insurance) and cultural context (Taiwan).

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