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It is widely accepted that expatriates have career expectations and motivations for working abroad that differ according to whether their posting is self-initiated or assigned by their employer. These factors also affect organisational embeddedness in the host country organisation. The purpose of this paper is to analyse job effort and career satisfaction in expatriates working for foreign organisations and investigates how these concepts depend on expatriates’ initial career plans and motivations for working abroad.

Data were collected from two groups: managers of assigned expatriate workers and self-initiated expatriate workers. The surveys assessed workers’ motivations for going abroad, and differences between the two groups were compared by analysis of variance (ANOVA). A partial least squares (PLS) analysis was used to assess the effect of motivation on job performance.

There were positive relationships between the degree of organisational embeddedness in institutions abroad and job performance and career satisfaction. Perceptions of embeddedness depended on workers’ mindsets regarding their career ambitions.

This paper shows that self-initiated and assigned expatriates (AEs) require different staffing strategies, since variation in their motivations to go abroad are likely to affect their job effort in host organisations.

By linking expatriate motivation to go abroad with job performance and career satisfaction, contributions are made to the discussion of the differences between self-initiated and AEs.

The purpose of this paper is to compare the explanatory power of reactance theory and power dependence theory in predicting the moderating effect of job embeddedness on the organizational trust-workplace deviance relationship.

Cross-sectional data were collected from a sample of nurses (n=353) via an online survey organization. The data were analyzed using hierarchical regression.

Job embeddedness significantly moderated the organizational trust-workplace deviance relationship such that participants who experienced low organizational trust and high job embeddedness engaged in more workplace deviance than those experiencing low organizational trust and low job embeddedness.

Organizations should attempt to build and maintain employees’ organizational trust since employees who lack organizational trust are more likely to act deviantly. Additionally, organizations should realize that job embeddedness is not always beneficial. Therefore, organizations should seek to reduce negative perceptions of job embeddedness by alerting employees (especially those who are the most distrusting) of other job opportunities and providing more generalizable skill training, to enhance employees’ perceptions of mobility.

This study demonstrates that job embeddedness can be applied to models (i.e., the organizational trust-workplace deviance relationship) beyond those that have previously included turnover as an outcome (i.e., Lee et al., 2014), and that such influences may be negative. More notably, the results provide evidence supporting the notion of the negative side of job embeddedness.

The purpose of this paper is to extend job embeddedness research by investigating employees’ perception of human resource (HR) practices as the predictors of organizational job embeddedness, and its mediating role between HR practices and quit intention. It also assesses the moderating effect of job satisfaction on the job embeddedness-turnover relationship.

Data were collected through a questionnaire survey from 1,028 accountants in various disciplines from one of the largest corporations in Thailand, including its numerous subsidiaries and joint ventures. Hypotheses were tested and analyzed by means of a confirmatory factor analysis, multiple regressions, and a bootstrapping procedure.

The results reveal that all HR practices except training are positively related to organizational job embeddedness. Analysis also provides support for the mediating effects on quit intention of two HR practices, namely rewards and career development, through organizational job embeddedness. In addition, the interaction effect shows that the negative relationship between organizational job embeddedness and quit intention reduces when job satisfaction is high.

The current research took place among accountants. Replicating the study in a variety of business sectors, professions, or cultures would be useful for the generalizability of the findings.

Several HR strategies and tactics can help improve employee loyalty. Particularly effective are attractive rewards that reflect work values, and a promising career roadmap. Organizations might need to consider work conditions that sustain job satisfaction for turnover prevention in the short-term, and continuously manage long-term retention through embeddedness.

This study extends current research by investigating the relationships of so far untested theorized antecedents that clarify how employees become embedded in the workplace in order to keep them from quitting.

This paper draws on the conservation of resources (COR) theory to understand how organizational embeddedness develops through psychological ownership and organizational justice. The purpose of this study is to investigate the effects of three dimensions of organizational justice on organizational embeddedness and psychological ownership and the effect of psychological ownership on organizational embeddedness. The mediating role of psychological ownership between organizational justice and organizational embeddedness was also examined.

Data were collected from 300 engineers in Pakistan's power sector using a three-wave quantitative survey. Partial least squares path modeling was used to analyze the data.

The results show that distributive and procedural justice results in the development of organizational embeddedness. Simultaneously, psychological ownership mediates the link between all three dimensions of organizational justice and organizational embeddedness.

By highlighting the importance of organizational justice and psychological ownership, this study offers managers with two distinct strategies for enhancing their employees' organizational embeddedness.

There is a lack of research investigating the distinct effects of three dimensions of organizational justice on the three dimensions of organizational embeddedness. Further, research to investigate the intervening mechanisms that connect organizational justice and embeddedness is scarce. Finally, the COR theory has been utilized to explain how embeddedness works. However, it had not been utilized previously to understand the process through which embeddedness is accumulated. This study fills these gaps by examining the distinct effects of three dimensions of organizational justice on three dimensions of organizational embeddedness and examining these relationships' mediation through psychological ownership.

This paper aims to examine the relationship between intra-organizational knowledge hiding (I-OKH) and turnover intention via the mediating role of organizational embeddedness.

A model was developed and tested with data collected from 276 knowledge workers from the Islamic Republic of Iran Broadcasting (IRIB) using Smart PLS3 to test the hypotheses.

Results show that organizational embeddedness mediates the relationship between intra-organizational knowledge hiding and turnover intention because intra-organizational knowledge hiding relates negatively to organizational embeddedness, which, in turn, has a negative effect on turnover intentions.

This study can be beneficial for organizations that employ knowledge workers. The management should pay attention to the existence and consequences of intra-organizational knowledge hiding to control one of the causing factors of weakened organizational embeddedness, which, in turn, increases employee turnover intentions.

This study is the first attempt to analyze knowledge hiding from a third-person point of view. Moreover, this is the first to examine the mediating role of organizational embeddedness in the relationship between intra-organizational knowledge hiding and employee turnover intentions, enriched by employing the data from the knowledge workers beyond the Anglo-American-European world.

This study has two primary objectives: (1) to shed light on the mechanism by which authoritarian leadership unfolds its impact on such critical aspects of subordinates' work lives as job satisfaction and in-role performance and (2) to identify the moderating conditions which place limits on the impact of authoritarian leadership on work outcomes.

Data were collected on 552 supervisor-subordinate dyads from the United Arab Emirates. A series of research hypotheses were tested using a mixed-method statistical approach, including CFA and moderated hierarchical regression analysis.

As predicted, authoritarian leadership exerts negative impact on subordinates' job satisfaction and performance through poor quality LMX and weak employee organizational embeddedness. Both LMX and employee embeddedness mediated the negative relationship between authoritarian leadership and outcome measures while power distance moderated the relationship of authoritarian leadership with LMX and employee organizational embeddedness. Low power distance orientation was found to exacerbate the negative impact of authoritarian leadership on the quality of both LMX relationships and employee embeddedness.

The study shares limitations of most studies cast in the survey research design.

The findings underscore the importance of work environment in nurturing high quality LMX relationships and employee organizational embeddedness to buffer the negative effect of authoritarian leadership on subordinates' job satisfaction and performance. In high power distance cultures where workplace inequality is largely rationalized, subordinates who perceive their leaders as authoritarian tend to show low job satisfaction and poor in-role performance. These findings illustrate the importance of management intervention in the early stage of recruitment and selection to attract managers receptive to egalitarian leadership approaches who can equip subordinates with appropriate resources to enhance their job satisfaction and performance outcomes.

The study offers valuable new insights into the mechanism by which authoritarian leadership influences work outcomes in a high-power distance culture. It represents first systematic effort in the Middle Eastern context to identify the conditions that mediate the linkage between authoritarian leadership and work outcomes. The study adds value to the literature by investigating the moderating role of power distance at the individual level of analysis. It detects significant differences in subordinates' perception of power inequality in the workplace in a culture viewed as a high-power distance culture and illustrates how such differences in turn shape the quality of LMX and employee organizational embeddedness.

The purpose of this paper is to empirically examine both the direct effects and the interactive effects of job insecurity and job embeddedness on unethical pro-organizational behavior.

Data were collected, using established scales, from employees of different Indian organizations. In all, 346 responses were collected. The data were analyzed using a stepwise multiple regression technique.

The results of the analysis reveal that both job insecurity and job embeddedness are positively linked to unethical pro-organizational behavior. Further, the relationship between job insecurity and unethical pro-organizational behavior is moderated by job embeddedness.

The study’s results indicate that managers should be aware that employees who run the risk of losing their jobs might be inclined to perform pro-organizational behavior that could be unethical. Intrinsically, such acts could be detrimental to the organization’s long-term health and therefore managers should be vigilant and timely in discouraging this behavior.

Unethical pro-organizational behavior as a means used by employees to combat job insecurity has not previously been addressed by researchers. Thus, this study contributes to the literature through its empirical examination of the role of job insecurity and job embeddedness as factors influencing unethical pro-organizational behavior.

Advanced information technologies, and particularly big data, provide new affordances to facilitate inter-organizational collaboration. Rich flows of real-time data provide transparency across organizational boundaries and enable greater automation of inter-organizational routines. Taking stock of the literature and building on observations from the research in an industrial setting, the authors introduce the concept of technological embeddedness as an important characteristic of inter-organizational relationships, denoting the degree of monitoring, control, and optimization of intra- and inter-organizational tasks accomplished through technology at the interface of the inter-organizational relationship. The authors theorize how increasing technological embeddedness created by big data technologies affects the development of inter-organizational trust, mutual adaptation, and temporal structuring of collaboration. The propositions elaborate how greater technological embeddedness enables collaboration, and warn about the potential limiting effects of technological embeddedness on the development of interpersonal trust, strategic learning, and long-term orientation.

High turnover of project managers is a common phenomenon in the construction industry, which has a negative impact on the productivity and performance of construction firms. The study investigates the mechanisms of person-environment fit on turnover intention of construction project managers and the mediating role of job embeddedness. The authors also tested the moderating role of perceived organizational support in the influence of job embeddedness on turnover intention.

The data were collected from managers of 62 construction and infrastructure projects in Wuhan. Based on person-environment fit theory, job embeddedness theory and social exchange theory (SET), the authors employ structural equation modeling (SEM) to examine the hypotheses.

Results show that if project managers are not well-fitted with the environment of organizations, it reduces their embeddedness in jobs, which in consequence makes them more inclined to leave. Job embeddedness mediates the relationship between person-environment fit and turnover intention. In addition, the authors validated the moderating effect of perceived organizational support, showing that the higher the employee's job embeddedness, the lower the employee's turnover intention.

Construction companies can retain project managers and stabilize management teams through effective management strategies, thus effectively reducing the separation costs of construction companies.

The purpose of this paper is to propose a model that examines the influences of expatriate community relationship building behaviors on community embeddedness and community embeddedness on expatriate retention cognitions. The authors further investigate the moderating role of organizational identification.

Survey data from 127 expatriates in the USA were collected and analyzed. The authors used multiple (moderator) hierarchical regression analyses to test the hypotheses. In addition, simple slopes analyses were conducted to further understand the interaction effects.

The results demonstrate that community relationship building behaviors positively influence expatriate community embeddedness, and the latter is associated with stronger retention cognitions. In addition, the paper finds that, for individuals who have lower levels of organizational identification, community embeddedness is particularly important.

This study is based on cross-sectional and self-report data, which limits the ability to draw definitive conclusions about causality. Thus, more multi-source and longitudinal data from different expatriate populations would increase the validity and the generalizability of findings. The theory and empirical evidence indicate the importance of community embeddedness, particularly when organizational identification is low, for expatriates’ retention cognitions.

This study examines the important role of community relationship building behaviors on community embeddedness, and the role of community embeddedness in expatriates’ intention to stay.

This paper integrates the unique view of personal resources associated with different social contexts (i.e. community and organizational contexts) in expatriate studies.