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This study aims to explore the process that, from abusive supervision, leads to the different kinds of workplace deviant behaviors, using the norm of negative reciprocity as the main mechanism that can trigger this process.

This study is based on a literature review from organizational behavior and reciprocity fields and builds a theoretical model on the relationship between abusive supervision and workplace deviance within organizations.

This study develops a theoretical model where abusive supervision causes a feeling of injustice, which can motivate employees to seek revenge in the form of workplace deviant behaviors. Moreover, negative direct balanced reciprocity will moderate the relationship between the desire for revenge and minor interpersonal workplace deviance; negative direct non-balanced reciprocity will moderate the relationship between the desire for revenge and severe interpersonal workplace deviance; negative generalized balanced reciprocity will moderate the relationship between the desire for revenge and minor organizational workplace deviance; negative generalized non-balanced reciprocity will moderate the relationship between the desire for revenge and severe organizational workplace deviance.

Previous studies have used negative reciprocity as a moderator, but for the first time, it is split in direct and generalized and in balanced and non-balanced. In particular, when direct negative reciprocity is present, the revenge will take the form of interpersonal workplace deviance; when generalized negative reciprocity is present, the revenge will take the form of organizational workplace deviance. On the other side, when balanced reciprocity is present, revenge will take the form of minor workplace deviance, while when non-balanced reciprocity is present, revenge will take the form of severe workplace deviance.

What are the performance implications of peer monitoring in a multiple-supplier context? Grounded in agency and social exchange theories, this study aims to examine how, when, and why peer monitoring works as a crucial control mechanism to reduce opportunism among suppliers.

A conceptual model and research hypotheses are tested using survey data from 246 respondents in 82 supplier groups.

Results suggest that peer monitoring is related positively to perceived deterrence (as mediator) and negatively to opportunism, whereas the mediated relationship is moderated negatively by generalized reciprocity and positively by balanced reciprocity and negative reciprocity.

This study introduces the application of peer monitoring into business-to-business research and shows how it reduces opportunism. Its findings have implications for manufacturers on how to use peer monitoring to control opportunism among multiple suppliers.

Controversy exists about the shape of the relationship between loyalty and profitability. This paper aims to address the possibly nonlinear effects of behavioral loyalty (BLOY) on customer spending (as a proxy for profitability). Building on social exchange theory and the norm of reciprocity, it examines the asymmetries between BLOY and customer spending and the moderating influence of personal communication (PCOMM) as a social reward and dispositional positive reciprocity as process evidence.

Study 1a (n = 309) gathered customer data from four restaurants and Study 1b (n = 252) data from hotel guests after they checked out. Study 2 is an experimental study with two manipulated factors (BLOY and PCOMM). In total, 295 participants from a large German online panel completed the study.

The results indicate an inverted-U shaped relationship between BLOY and customer spending: after reaching a turning point, customers gradually curb spending as their BLOY further increases. High PCOMM acts as a reciprocal response while triggering additional customer spending particularly at higher levels of behavioral loyalty; positive reciprocity adjusts the differences in customer spending when social rewards such as PCOMM are present.

The asymmetric relationship between BLOY and customer spending is tested only for hedonic service settings.

Not all loyal customers spend more – companies need to meet their reciprocal obligations before they can benefit from increased customer spending.

The present research re-considers the nature of the relationship between BLOY and customer spending and reveals an inverted-U shaped relationship, with a turning point beyond which greater customer loyalty decreases customer spending. It finds converging process evidence for the mechanism of reciprocity underlying this relationship. This study also details the financial impact of BLOY on the firm by investigating actual customer spending.

The present work investigates the micro-mechanisms underlying the link between psychological contract violation (PCV) and incivility in women employees. Building on social exchange theory (SET) and the norm of reciprocity, the authors utilized a multi-dimensional variable, labeled “Aggressive Reciprocal Attitude” (ARA), composed of three sub-constructs, namely anger, hostility and negative reciprocity, to explain negative women's uncivil behaviors. Further, the effect of conscientiousness is hypothesized to restrain the mechanism of ARA.

Confirmatory Factor Analysis (CFA) and Covariance-based Structural Equation Modeling (CB-SEM) were used on a sample of 194 women from 4 different organizations to empirically validate the proposed conceptual model and test the hypothesized relationships.

Women's ARA is shown as a partial mediator of the relationship between PCV and incivility. Conscientiousness significantly moderates the link between ARA and incivility.

Managers should avoid stereotyping women as more compliant and submissive. Based on women's tendency to reciprocate negatively, this study’s findings suggest that reducing the negative reciprocity attitude is advisable by demonstrating that negative responses are an unsuccessful strategy and encouraging other forms of reaction.

By introducing the negative reciprocity attitude in the construction of the variable ARA, the authors overcome the contradiction between the social role theory, according to which women avoid unsociable behaviors, and studies demonstrating a remarkable presence of conflicts among women.

The goal of this paper is to examine the relation of reciprocity to organizational commitment and the employment exchange relationship. In addition, it aims to investigate cross‐cultural differences on this relation between China and the USA.

Data were collected from a sample of Chinese employees working on their MBAs (n=321), a sample of employed MBA students in the USA (n=199), and a sample of employed undergraduates from the USA (n=348). Hierarchical moderated regression analyses were used to explore the interactive effects of the three dimensions of reciprocity on organizational commitment and the employment exchange relationship.

The three dimensions of reciprocity were related to organizational commitment and the employment exchange relationship in all three samples. Nonetheless, in the US samples these dimensions reflected an additive model and in the Chinese sample the dimensions interacted, supporting the notion that Chinese perceive their employment exchange relationships more holistically than Americans.

The data were cross‐sectional and therefore causal inferences need to be made with caution.

Different strategies should be adopted to manage Chinese and American employees' commitment and employment relationship.

This study offers new insights on the relation of reciprocity to organizational commitment and the employment exchange relationship in different cultures. It integrates cross‐cultural differences in cognition into organizational research and reveals that Chinese employees tend to use a more holistic approach to understand their employment exchange relationships than their American counterparts.

The purpose of this paper is to bring a more individual focus to social networks in theorizing the social process of knowledge sharing.

The theoretical model proposes that political skill will shape an individual's social network. Further, political skill within a network will influence the degree of complex knowledge sharing, which likely happens through the mechanism of affective- and cognitive-based trust.

Theoretical implications and future research directions are discussed.

Knowledge sharing is an inherently social process and as such occurs within the context of social networks in an organization. However, research to date has not fully explored the details of how and why complex knowledge sharing happens within a social network. Generally, theory on social networks has focused on structural qualities of a network, rather than the individual characteristics of the members of that network. This paper brings a more individual focus to social networks in theorizing the social process of knowledge sharing.

This chapter explores how electronic affective displays may influence individual perceptions, behavior and performance by conducting an exploratory analysis using a sample of real work emails (study 1), along with a laboratory experiment (study 2). The findings from both studies indicate that positive affective displays may have a stronger impact on individual perceptions (study 1) and invoke greater reciprocity from electronic partners (study 2) than negative affective displays. Moreover, some interesting gender effects with respect to affective displays and individual negotiation performance are observed. The implications for the field, along with limitations of the current research, are discussed.

Despite burgeoning interest in knowledge hiding (KH), there are still significant gaps in the understanding of the boundary conditions under which KH is more or less likely to occur. To address this research gap, the researchers examined abusive supervision as an interpersonal antecedent of KH. In addition, this paper aims to investigate the moderating roles of negative reciprocity beliefs (NRB) and moral disengagement (MD) in the relationship between abusive supervision and KH.

Two-wave data using a non-experimental face-to-face method was collected from 257 service employees in Pakistan, which supported the hypothesized model. Considering minimum sample size requirements (i.e. n = 208) in partial least squares structural equation modeling, the researchers analyzed a two-stage approach to test the measurement model and the structural model.

The study found that abusive supervision was positively related to evasive hiding and playing dumb but not associated with rationalized hiding. Further, the results confirm the moderating roles of NRB and MD. The positive relationships between abusive supervision and evasive hiding and playing dumb are intensified at high levels of NRB and MD.

Given the complicated nature of KH, this is one of the few efforts that outstretch the boundary conditions of KH.

The social relations model (SRM; Kenny, 1994) explicitly proposes that leadership simultaneously operates at three levels of analysis: group, dyad, and individual (perceiver and target). With this model, researchers can empirically determine the amount of variance at each level as well as those factors that explain variance at these different levels. This chapter shows how the SRM can be used to address many theoretically important questions in the study of leadership and can be used to advance both the theory of and research in leadership. First, based on analysis of leadership ratings from seven studies, we find that there is substantial agreement (i.e., target variance) about who in the group is the leader and little or no reciprocity in the perceptions of leadership. We then consider correlations of leadership perceptions. In one analysis, we examine the correlations between task-oriented and socioemotional leadership. In another analysis, we examine the effect of gender and gender composition on the perception of leadership. We also explore how self-ratings of leadership differ from member perceptions of leadership. Finally, we discuss how the model can be estimated using conventional software.

Successors' unwillingness to participate in the family business is known to impede intergenerational succession. However, little is known about why those considered eligible, do not choose to become the next chief executive officer (CEO). The authors investigate why some eligible successors withdraw from the succession process while others remain involved. The purpose of this paper is to build theory for which the authors made use of purposive sampling techniques that complied with certain criteria.

The authors use an inductive, exploratory multi-case study design and investigate six Australian food manufacturers.

This paper's analysis reveals that successors' decisions are driven by dimensions: pursued outcome and reciprocity. Eligible successors withdrawing from succession are concerned about personal financial sustainability and the business' growth potential; this is accompanied by negative exchanges with the incumbent.

The authors studied a limited number of organizations and these were mainly managed by owner/founders. In this type of organization, successors have been widely exposed to the business and its struggles from an early age. Differences can be present in businesses managed by later generations whose emotional investment, therefore, socio-emotional needs might be different from the cohort being investigated. Second, the authors' aim in carrying out this study was to build theory for which we made use of purposive sampling techniques that complied with certain criteria. Further studies aiming at generalizable results would shed light on the usefulness of the typology and whether other rules apply to the incumbent–successor relationship while ascertaining how the exchanges contribute to the successor's decision to remain or withdraw from the family business.

This study reveals the crucial nature of the incumbent in the succession process. Their role is not limited to how they interact with the successor but how deeply incumbents manage to understand and monitor the successor's motivations and concerns. Incumbents aiming at retaining eligible successors need to thoroughly understand successors' motivations for agreeing to become the next CEO.

This paper is one of the first to investigate successor withdrawal post training. The authors' methodology includes the responses of non-family senior managers to provide an objective view on the family dynamics.