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Purpose – This chapter highlights that we do not know why justice climate is related to various unit outcomes and proposes a number of mechanisms.

Design/methodology/approach – This chapter draws on the extant literature on justice climate, organizational climate, and a number of theories to link justice climate to unit outcomes.

Findings – We have little understanding of the mechanisms linking justice climate to unit outcomes and it is important to consider various mechanisms.

Research limitations/implications – The primary limitation of this chapter is that although we present several ideas for future research, we do not provide any new empirical findings. The primary implications have to do with specifying the theoretical mechanisms responsible for the effects of justice climate on unit outcomes.

Originality/value – The novel aspect of this chapter is that it questions why justice climate is related to several disparate outcomes and tries to take a theoretical approach to uncover the mechanisms.

This paper extends Lawler's argument (in “An affect theory of social exchange”) that social exchanges can create a sense of shared responsibility to service settings, and predict that inseparability produces customer perceptions of shared responsibility for service outcomes, resulting in greater emotions. When emotions are positive, there should be increased loyalty to the service provider.

A questionnaire was used to obtain cross‐sectional data pertaining to our model's constructs: inseparability, shared responsibility, emotional response, and service loyalty. A structural equation model evaluated the strength of relationships between these constructs.

Support was found for the predicted relationships between inseparability and shared responsibility, shared responsibility and emotions, and emotions and service loyalty.

Inseparability and shared responsibility have not been measured before, and more research is needed to validate and test the scales we develop. Goods are seldom sold without some service attached, and anything that contributes to perceptions of inseparability and shared responsibility may affect emotional responses and brand loyalty for both services and goods.

Service employee training programs should emphasize the customer's role in the service experience to increase perceptions of shared responsibility and to create a positive emotional experience for customers.

This study contributes to the services marketing literature by viewing inseparability as a potential source of service brand loyalty, developing original scales for measuring inseparability and shared responsibility in a services setting, and applying a previously untested theory to a marketing context.

Salespeople frequently face the predicament of wanting to protect their market knowledge from coworkers while not appearing recalcitrant. Considering the choice of disclosing information or refusing to disclose, they may choose a third option: appearing to share knowledge while concealing substantive information, which this study calls evasive knowledge hiding. This study surmises that the consequences of these choices impact perceptions of customer outcomes. Using social exchange theory, the purpose of this article is to examine the internal relational antecedents and perceptions of external customer outcomes of evasive knowledge hiding, as well as the moderating effects of pushover manager and environmental dynamism.

A moderated mediation model was used to analyze survey data from 234 business-to-business salespeople.

Internal competition and coworkers’ past opportunistic behavior increase evasive knowledge hiding. These effects are attenuated if the manager is not a pushover. Evasive knowledge hiding decreases perceptions of external customer outcomes, particularly at low levels of environmental dynamism.

Data was collected from salespeople, which presents a look from perpetrators themselves. While directly observing salespeople was the goal, sourcing and matching customer and manager data would only strengthen the results.

Salespeople evasively hide their knowledge if it is in their best interest, which may unwittingly hurt perceptions of customer outcomes.

This study formally introduces salesperson evasive knowledge hiding into the marketing and sales literature. The research highlights the dark side of social exchange theory by demonstrating how internal coworker relationships affect perceptions of external customer relationships via evasive knowledge hiding. This study also introduces pushover manager as an enabling moderating variable.

The purpose of this paper is to examine if and how diversity management outcomes differ across non-native and native Dutch groups within public sector organizations. The effects of diversity management on the extent employees feel their organizational environment is inclusive and on their attitudes and behaviour, are expected to be dependent on how diversity management is perceived by non-native and native Dutch employees in the organization. Drawing on social exchange theory, the authors expect that employees who positively value diversity management practices will reciprocate through showing attitudes and behaviours that are valued by the organization. Since social exchange refers to a social relationship between the employee and the organization that goes beyond the formal contract alone, the authors analyse affective commitment and organizational citizenship behaviour (OCB) as employee outcomes.

The authors analyse data from a quantitative survey of a sample of Dutch central government employees and use structural equation modelling (SEM) to analyse the consequences of diversity management across non-native and native Dutch employee groups.

Results show that diversity management is associated with higher levels of inclusion which in turn boosts affective commitment and OCB of both non-native and native Dutch employees.

The findings show that higher levels of diversity management is associated with an increased inclusive environment, which in turn boosts employees’ affective commitment and OCB. This effect is equal for social-demographic diverse groups. Public managers should therefore implement diversity management that focus on creating an environment that is inclusive for all employees. The positive employee attitudes and behaviour resulting from this can contribute to achieving organizational goals.

This paper combines theory on diversity management outcomes and social exchange to empirically explore and explain group differences by testing these linkages using SEM.

This study aims to investigate the psychological mechanisms underlying hospitality employees’ social exchange relationships at work by applying the social aspects of work and the social exchange theory.

MTurk was used for conducting a cross-sectional questionnaire survey, targeting frontline employees who were working in full-service restaurants. Descriptive statistic, confirmatory factor analysis and structural equation modeling were performed.

Customer-employee exchange had a positive relationship with gratitude. Moreover, gratitude was positively associated with both role-prescribed customer service and extra-role customer service. Leader-member exchange and coworker exchange were positively related to obligation. Obligation had positive association with both role-prescribed customer service and extra-role customer service. The mediating effects of gratitude and obligation were statistically significant.

Employees’ social exchange relationship with customers promotes prosocial behaviors by arousing gratitude in them. Moreover, their social exchange relationships with supervisors and coworkers lead to prosocial behaviors by provoking obligation from them.

This research shows the importance of the social aspects of work to contribute to employees’ prosocial behavior in the hospitality industry. Moreover, it proves the critical roles of emotions to guide employees’ decisions about social exchange.

In this study negotiated exchange under the 1-exchange rule is considered in the whole population of 142,660 exchange networks up to size 9. A review shows that 51 of these networks have been studied in the literature. Predictions for the whole population of networks are derived by parsimonious versions of power-dependence and exchange-resistance theory. All but 301 networks are classified similarly as equal, weak, or strong power networks by the power-dependence and exchange-resistance theory. Only 4% of the networks is classified as a strong power network, as opposed to the 43% of the networks studied in the literature.

The purpose of this paper is to investigate the underlying mechanisms through which social media use for vertical and horizontal communication enhance employee performance.

To test the research model, the authors conducted a questionnaire survey in China. The authors used a customer panel database provided by a marketing research firm in China to identify appropriate respondents. Finally, the authors received 243 valid responses.

The authors find that social media use for vertical communication (SMUVC) is positively related to leader-member exchange (LMX) and social media use for horizontal communication (SMUHC) is positively related to team-member exchange (TMX). LMX and TMX are positively related to employee performance. LMX is positively associated with TMX. Besides, task complexity positively moderates the relationship between LMX and employee performance, while it negatively moderates the relationship between TMX and employee performance.

First, it adds to the literature by investigating the underlying mechanisms of how social media use for communication influences job performance. By identifying LMX and TMX as the underlying mechanisms, the authors make comprehensive considerations of how the vertical and horizontal relationships link the effect of social media use for communication on employee performance. Second, despite the growing evidence demonstrates that high-quality LMX and TMX can individually contribute to employee job performance, little research has considered both LMX and TMX relationships simultaneously and their effects on job performance. Finally, by establishing task complexity as a key moderator on the relationships between LMX and TMX and job performance, the study could explain the inconsistent findings in the literature that the effects of LMX and TMX are significant in some studies yet not significant in other studies.

The domain of monetary donation is evolving with the combination of professional donation platforms and social network sites (SNSs) in the agency process, potentially enhancing information communication and facilitating money transfers between donors and recipients. However, SNS donation avoidance hinders the leveraging of significant economic and social values. To address the limited understanding of the phenomenon of SNS donation avoidance, this study aims to investigate the influencing factors of people's avoidance behavior in the agency process of SNS donation.

A model was devised containing four process-related factors (requests overload, process ambiguity, channel security concerns and perceived distributive injustice) as antecedents of SNS donation avoidance, with probable mediating paths of negative emotions, altruistic outcome expectation and egoistic outcome expectation. Data were collected through a survey of 398 users of WeChat Moment in China. Structural equation modeling was used to analyze the proposed model.

All four process-related factors have positive associations with SNS donation avoidance. Requests overload, channel security concerns and perceived distributive injustice all positively influence people's expectation of negative emotions and lead, in turn, to their SNS donation avoidance. Perceived distributive injustice also leads to SNS donation avoidance via negatively influencing people's expectations of both altruistic and egoistic outcomes.

Theoretically, this empirical study synthetically associates process-related factors to donation avoidance through the paths of emotional responses and rational outcome expectations. Practically, it emphasizes key factors to consider in the process management of SNS donation.

Despite its persistence as a form of leadership, paternalism has received limited attention within organizational studies. In order to develop a construct definition of paternalism in a contemporary organizational context for this study, a literature review of paternalism is synthesized with qualitative field data collected in Mexican organizations and U.S. organizations that are owned and operated by Mexican immigrants. This analysis is conducted within a framework of leadership, and it suggests that paternalism combines paternalists’ benevolent acts with their subtle control over subordinates’ flexibility in meeting employment terms. Leaders express benevolence through their supportiveness and by providing for employees’ welfare both within the organization and their personal needs outside of the organization. Furthermore, both paternalistic leaders and subordinates frame their relationships in terms of social exchange, offering new insights into the dynamics within these exchange relationships.

This study examines the direct impact of justice perceptions of performance appraisal practices (procedural, distributive, interpersonal and informational justice) on job satisfaction, intention to stay and job engagement. Further, it investigates the effect of job engagement on job satisfaction and intention to stay. Moreover, the study tests the mediating role of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

A total of 650 self-report structured questionnaires were distributed among the employees of 50 information technology companies, and 503 samples were received. Partial least square-structural equation modeling was used to test the hypothesized model.

This study revealed that justice perception of performance appraisal practices positively affects job satisfaction, intention to stay and job engagement. In addition, job engagement positively affects job satisfaction and intention to stay. Further, job engagement significantly transfers the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay, thus confirming the mediating role of job engagement. However, the significant direct impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay in the presence of a mediator, i.e. job engagement, revealed partial mediation.

The findings of this study augment the social exchange theory by explicating that an individual who perceives justice in performance appraisal practices is likely to have greater job engagement, which ultimately leads to higher job satisfaction and intention to stay. This study filled the research gap by examining the role of four justice components of performance appraisal practices on job satisfaction and intention to stay and the mediating role of job engagement in transferring the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.

This study showed the importance of four justice components of performance appraisal practices in enhancing employee job engagement. Hence, this study would motivate information technology companies to maintain fairness in performance appraisal practices to enhance employee job engagement and ultimately increase job satisfaction and intention to stay.

This study is one of its kind that tested the direct impact of comprehensive justice components (procedural, distributive, interpersonal and informational justice) of performance appraisal practices on job satisfaction and intention to stay. In addition, this is a unique study that examined the mediating effect of job engagement on the impact of justice perceptions of performance appraisal practices on job satisfaction and intention to stay.