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This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.

The present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.

The results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.

The results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.

This paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

This study aims to focus on how informal value transfer networks, Hawala business in particular, used social exchanges in their business dealings. More specifically, the conducted research looked into how social exchange theory was used in Hawala business relationship initiation and management.

Twenty-one depth interviews were conducted with Hawala Network members, and Hawala customers, in Qatar, Saudi Arabia and Pakistan. The collected qualitative data were analyzed through content analysis and NVivo 11 software.

The study outcome indicated that Social Exchange Theory was a principal relationship driver in Hawala Networks. Especially, trust had a pivotal role in evolvement and nurturing of Hawala Network business and social exchanges. Other relationship variables, namely, reciprocity, religious affiliation, reputation and information sharing had a significant part in relationship building as well. Results supported a prominent influence of time in carefully controlled and rigorously assessed transformation of Hawala relationships. This metamorphosis converted an exchange from short-term into a long-term orientation where limited amount transactions changed into large sum transactions and restricted information exchange moved to elaborate information sharing. In addition, findings revealed that monetary and non-monetary interactions between Hawala Network members took the form of a homogeneous club, with shared social, cultural, religious and ethnic values. In particular, financially constrained and illiterate social groups preferred Hawala services due to ease of servicing in the form of minimal bureaucracy, fast transfers and low service charges. These marginalized fractions of society had limited access to formal banking which made Hawala business their main (and in most cases only) source for sending and receiving financial remittances. Hawala Networks provided an effective alternative to formal banking for disadvantaged communities.

This study provided unique and useful insights into the nature of social exchanges within Hawala Networks. Especially, it provided clarification on how informal networked businesses used Social Exchange Theory to by-pass the need for legal protection and formal contracts. Furthermore, the study highlighted the role Hawala business played in providing essential banking services (e.g. transfer of money and micro-lending) to educationally and economically deprived individuals.

The purpose of this paper was to explore the relationship among liking, social exchange and supervisor-directed organizational citizenship behavior (OCB).

Employees and their supervisors were surveyed to obtain data from 202 subordinates and 33 supervisors.

Results indicated that liking is positively related to social exchange and supervisor-directed OCB. Contrary to expectations, social exchange did not partially mediate the relationship between liking and citizenship.

A limitation of the study is that it was correlational. The lack of support for mediating effect of social exchange suggests the need for further research with data collected from different sources.

Liking has positive effects on both social exchange relationship and supervisor-directed OCB. Trust is an important element of social exchange. Liking may be an independent source of influence on supervisor-directed OCB.

Liking, an affective variable, may be an important influence in organizational behavior. It represents positive organizational behavior which is currently generating significant scholarly attention.

This study was conducted in the Sultanate of Oman, an Arabian Gulf country. To the authors’ knowledge, this is the first such study done in the region. In this study, the authors include trust as a representative of the quality of relationship between supervisor and subordinates. Unlike leader–member exchange (LMX), trust has rarely been related to liking in previous studies. Study tests for social exchange (including supervisory trust) as a mediator of the relationship between liking and supervisor-directed OCB.

Accumulating evidence suggests that Team-member exchange (TMX) influences employee work attitudes and behaviours separately from the effects of leader-member exchange (LMX). In particular, little is known of the effect of LMX differentiation (in-group versus out-group) as a process of social exchange that can, in turn, affect TMX quality. To explore this phenomenon, this chapter presents a multi-level model of TMX in organizations, which incorporates LMX differentiation, team identification, team member affect at the individual level, and fairness of LMX differentiation and affective climate at the group-level. We conclude with a discussion of the implications of our model for theory, research, and practice.

In response to calls for the identification of approaches that promote frontline employee (FLE) engagement, the purpose of this paper is to extend the current understanding of the influence of work design by testing competing mediating models that assess job resource and social exchange aspects of work design as either intermediate or antecedent mechanisms in reciprocal social exchanges between service provider firms and FLEs. Moderating effects of interactions between job resources and organizational support and customer focus on engagement are also assessed.

A questionnaire is administered to 525 FLEs from multiple service industries. Structural equation modeling is used to test hypotheses and examine their robustness relative to competing models. Common method bias is assessed using a confirmatory factor analysis marker variable technique.

Organizational support and customer focus are identified as proximal mediating social exchange aspects of work design that, consistent with role-specific conceptualizations of engagement, differentially influence FLE job and organization engagement.

The study findings offer insight about how firms can implement job resource and social exchange aspects of work design to favorably influence FLE engagement.

Services marketing research continues to focus more on service recipients than on FLE service providers. The examination of reciprocal social exchanges between service provider firms and FLEs sheds light on the complexities associated with exploiting aspects of work design to more effectively engage FLEs.

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.

Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges.

To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects.

In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction.

These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers.

The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.

The purpose of this paper is to explore the boundary conditions of job embeddedness (JE), considering whether certain conditions of high embeddedness may have a potential dark side leading to lower employee performance.

Hierarchical moderated regression was used to test the interactions between JE, economic exchange, and social exchange.

Results indicate that under certain exchange conditions, JE can have negative implications for performance.

Consideration should be given to how management interventions come together to motivate employees and impact performance.

This study speaks to the possible negative side of JE and provides support for its potential to produce adverse consequences for organizations under certain contexts.

The aim of this paper is to investigate how social exchanges modify the relationship between psychological contract breach and work performance. It aims to present two concurrent hypotheses, based on theoretical interaction effects of social exchanges (conceptualized as social exchange relationships, POS, and trust).

Data were collected from a sample of 266 employees in a service sector company in the USA. Regression analysis was used to explore the moderating effects of social exchanges on the relationships between psychological contract breach and work performance (operationalized as in‐role behaviors and organizational citizenship behaviors).

It was found that the negative relationship between psychological contract breach and work performance was moderated by social exchanges, such that the relationship was stronger for employees with high social exchange relationship, perceived organizational support, and trust.

The data were collected cross‐sectionally, and thus causal inferences have to be made with caution. Moreover, the data were collected from a single source. The study shows that the relations between contract breach and outcomes are moderated by the existing relationship between employee and organization.

Although organizations may invest in long‐term relationships with their employees, psychological contract breaches have a profound impact on work performance. Therefore, organizations should diminish perceptions of contract breach; for instance by providing realistic expectations.

The paper provides new theoretical insights on how social exchange can have two distinct effects on the breach‐outcomes relations. It shows that social exchanges moderate the relations between contract breach and work performance.

Using a sample of 103 Indian supervisor‐pharmaceutical sales representative dyads, this study hypothesized that procedural justice, distributive justice, perceived organizational support, and communication satisfaction with supervisor would have a stronger positive relationship to organizational citizenship behavior than to in‐role behavior. Supportive result was found for one variable, i.e., communication satisfaction with supervisor had a stronger relationship to organizational citizenship behavior.