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The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.

This issue is a selected bibliography covering the subject of leadership.

Drawing on theories of organisational identity, social exchange and stakeholder engagement, this study aims to investigate the processes and practices involved in the formation and shaping of identities of social enterprises (SEs) that operate in the Malawian hospitality and tourism industry.

Drawing on an interpretive research paradigm, data collected from 22 semi-structured interviews with four founders of case SEs and stakeholders, and SEs’ reports and other publicly available documents were generated and analysed following a grounded theory approach.

The authors show that the trajectory SEs followed and the exchanges that occurred with the external stakeholders allowed three out of four case SEs to swiftly re-evaluate their pre-existing identities and work towards the formation of their new identities.

This study provides an opportunity for policymakers and other actors in developing countries to frame and place SEs in line with the wider societal realities in such contexts. This may in turn call for policymakers to increase actors’ engagement with SEs and provide the necessary support that can allow SEs to be an effective force for the public good.

This paper highlights the role of exchanges with external stakeholders in identity formation and shaping within SEs in the hospitality and tourism sector in the context of institutional voids. By adopting the social exchange theory, this paper introduces a dynamic lens to identity formation and shaping and helps to explain how, across different tourism ventures, stakeholder engagement and different modes of exchange unfold in the inter-organisational and community domains. It further shows how the ventures’ value orientations on the one hand, and stakeholder engagement practices and the ensuing exchanges, on the other hand, are closely interwoven.

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically dispersed organizations, and how intra-organizational social interactions influence organizational behavior, employees relationship exchange inclination and innovation drive.

A thematic literature review method was used to conduct an extensive review of relevant literature.

Guided by the tenets of the social exchange theory, the authors’ analysis and discussions elucidate how intra-organizational social network architecture can be developed, supported and utilized to drive innovations in geographically dispersed organizations.

A general limitation and perhaps also a strength of this type of conceptual paper is that it is a synthesis (thematic discursive analysis) of existing theory and published research. Thus, there are no primary empirical content. However, the issue of empirical evidence is nevertheless mediated by the fact that the discussions and argumentation process generate key propositions which could be validated in subsequent research endeavors. Also, the selection of relevant literature is restricted specifically to the topic of the study. The authors strived to ensure rigor through a robust and comprehensive literature review which was organized thematically according to all the key words in the main and sub-topics covered in Section 2.

The insights presented suggest that management should pay serious attention to organizational design – that is, not only from the conventional contractual obligations point of view, but rather, the increasing importance of social capital should also be given some priority when thinking of resilient ways to encourage collaborations and efficient knowledge management. In other words, intra-organizational social network architecture should be considered as organizational capability and utilized as a toolset for the SIHRM to harness knowledge flow and unleash innovation.

As both bonding and bridging ties are not only critical for success of project teams but also intensify knowledge symmetry across different units of the organization, they are a major conduit for sustainable open innovation culture within organization. To develop competitive capabilities throughout the organization, it is important for the SIHRM to be involved in global networking, and as a network leader, the human resource management function must have an awareness of leading trends and developments in social networking. The ability to mobilize the appropriate resources and a sense of timing and context in implementing such architecture within the geographically spread organization is crucial.

The novel contribution of this paper is twofold. First, the study provides an implementable framework which scholars and practitioners could use to develop and test the actualization of an intra-organizational social network architecture in a geographically dispersed organization. Second, the study has provided some key propositions and a well-grounded direction for further research to inspire further development/extension of the social exchange theory.

The sharing economy is a socio-economic system in which individuals acquire and distribute goods and services among each other for free or for compensation through internet platforms. The sharing economy has attracted the interest of the academic community, which examined the phenomenon from the economic, social and technological perspectives. The paper aims to discuss this issue.

Given the lack of an overarching analysis of the sharing economy, this paper employs a quantitative content analysis approach to explore and synthesise relevant findings to facilitate the understanding of this emerging phenomenon.

The paper identified and grouped findings under four themes, namely: collaborative consumption practices, resources, drivers of user engagement and impacts, each of which is discussed in relation to the three main themes, aiming to compare findings and then put forward an agenda for further research.

The paper offers a balanced analysis of the building blocks of the sharing economy, to identify emerging themes within each stream, to discuss any contextual differences from a multi-stakeholder perspective and to propose directions for future studies.

The purpose of this paper is to develop a social exchange perspective of planned short‐term dyadic strategic alliances.

The article adopts a conceptual approach drawing on social exchange theory to elicit innovative conclusions about short‐term dyadic strategic alliances.

Finds that planned short‐term dyadic strategic alliances are difficult to manage, limit social control mechanisms, limit reciprocal activity and interrupt the development of trust.

The article can help managers and analysts working in investment banking to understand the underlying causes of alliance instability and/or failure in their industry.

The article offers practical insights into the functioning and management of short‐term dyadic alliances which will be of interest to both researchers and practising managers.

This paper aims to examine the social interactions between Filipino immigrant-hosts residing in New Zealand and their visiting relatives (VRs) or guests from the Philippines using social exchange theory to understand their experiences.

This qualitative, multi-sited study used in-depth interviews to examine social interactions between Filipino immigrant-host families in New Zealand and their respective visiting relatives from the Philippines.

Hosting VRs reflects aspects of social exchange theory, and the interdependence and familial obligations related to VR travel demonstrate mutual relations of care. Maintaining relations of care within the family is an ongoing process involving intergenerational relationships that bind together immigrant-host families and their VRs.

The conceptualization of the social interactions between immigrants-hosts and VRs is not generalizable owing to the small sample size and lack of representativeness. However, despite a small sample, this qualitative inquiry uncovered a series of personal meanings and understandings attached to the maintenance of familial bonds.

As immigrant-receiving countries become more culturally diverse through migration, research about other cultures will assist tourism planners in understanding the values and actions of a more varied array of residents. A better understanding of travel experiences and interactions between immigrants and their guests may provide marketers with insights into host-guest dynamics within a VR context, thus potentially enabling tourism marketers to create better marketing campaigns.

Future studies may be undertaken from non-Western and Western perspectives that examine the social interactions between hosts and guests in the context of VR travel. Very little research has been conducted that addresses the meanings and understandings attached to these interactions from the perspectives of both hosting and visiting groups. This research highlights the importance of families in tourism, a contrast with the relative blindness of tourism scholarship toward relations of domesticity and sociality.

What separates the social interactions between family members in the context of visiting friends and relatives travel from the traditional host-guest paradigm is that it does not involve strangers. This study uses social exchange theory to examine social interactions between hosts and guests who are familiar with each other.

Online medical teams (OMTs) are gaining popularity as a new form of online health service to provide patients with prompt and guaranteed treatment. While the effective development of an OMT depends on physicians’ active participation, there is insufficient research on how a doctor gains from the OMT, especially from the multilevel and cross-level perspectives. In attempting to narrow this knowledge gap, the authors hypothesize multilevel and cross-level professional capital determinants of physicians’ performance in online health-care communities (OHCs) through the lens of social exchange theory.

This study develops a cross-level model to explain the effects of individual and team professional capital on physicians’ performance. To test the research model and hypotheses, the authors leverage data of 10,398 physicians engaged in 2,611 popular OMTs in China in conjunction with the hierarchical linear model approach.

The results indicated that physicians’ status capital (SC) and decisional capital (DC) are positively related to their performance. The SC and DC of an OMT not only increase physicians’ performance but also indirectly strengthen the positive effect of physicians’ SC on their performance. In contrast, OMTs’ SC and DC lessen the importance of physicians’ DC in promoting their performance.

By studying the mechanism between professional capital and physicians’ performance, this study provides several contributions to theory and practice. Specifically, this study contributes to the extant professional capital research by uncovering the influencing pathways of professional capital on physicians’ performance from a cross-level perspective. These findings suggest physicians pay close attention to the strength and mechanism of OMTs’ professional capital in improving their online performance.

The purpose of this paper is to investigate the impact of exchange modes – negotiated, reciprocal, generalized, and productive – on inter-employee knowledge sharing.

Based on the affect theory of social exchange, a theoretical model was developed and empirically tested using a survey of 691 employees from 15 North American credit unions.

The negotiated mode of knowledge exchange, i.e. when a knowledge contributor explicitly establishes reciprocation conditions with a recipient, develops negative knowledge sharing attitude. The reciprocal mode, i.e. when a knowledge donor assumes that a receiver will reciprocate, has no effect on knowledge sharing attitude. The generalized exchange form, i.e. when a knowledge contributor believes that other organizational members may reciprocate, is weakly related to knowledge sharing attitude. The productive exchange mode, i.e. when a knowledge provider assumes he or she is a responsible citizen within a cooperative enterprise, strongly facilitates the development of knowledge sharing attitude, which, in turn, leads to knowledge sharing intentions.

To facilitate inter-employee knowledge sharing, managers should focus on the development of positive knowledge sharing culture when all employees believe they contribute to a common good instead of expecting reciprocal benefits.

This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing.

The purpose of this paper is to analyze the impact of social and economic exchange relationships on organizational commitment in line with the mediation effect of organizational trust.

In order to test the hypotheses of the study, a survey was conducted on a sample of 213 employees who were working at manufacturing companies in Turkey.

The findings of the study reveal that both dimensions of the exchange relationship positively affect organizational commitment and these links are mediated by organizational trust.

The study provides reliable scales to measure the social and economic exchange relationship between employees and employing organizations. Although the sample of the study was relatively small and drawn from a single country, the Cronbach’s α values of scales were obtained above the recommended threshold value.

Organizational leaders might adopt an exchange perspective to build a trustworthy relationship with their employees. Developing such a mindset is very important at an employment structure, which has become highly flexible and contingent during the last decades.

The study attempts to distinguish the twofold nature of the exchange relationship in organizations based on a theoretical model to reveal the impact of each dimension on organizational level outcomes in conjunction with the mediating role of trust. In doing so, the study contributes to the literature by incorporating social and economic exchange in a holistic view as well as defining each dimension in a broader sense by including some employee-related challenges of business organizations such as diversity, social responsibility, leadership, ethical culture and so on.