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Digital live streaming applications, combined with the broadcasting of cross-modal, video-mediated communication in the social networking community, have grown in popularity in recent years. A theoretical gap exists regarding a comprehensive framework that explains hardcore viewer engagement through the social exchanges in digital live streaming communities. Traditional viewers engaged with a single-dimensional focal object, but nowadays, viewers interact with multidimensional and multiobjects through the social exchanges (e.g. virtual gifts, emotional supports) in live streaming digital communities. This study aims to address this void in the marketing literature of hardcore viewer engagement under dynamic social exchanges in digital live streaming communities.

This research used a qualitative approach. The data collections were from October 2018 to January 2020. Data were collected in semistructured interviews with 17 Media 21 hardcore viewers.

The outcomes of hardcore viewer engagement and social exchange include three main stages: introduction, immersion and enthusiasm. It indicates that loyalty and active hardcore viewer–streamer relationships were fostered through the process of hardcore viewer engagement and social exchange with multiple objects and dimensions.

There are three main implications to the literature in this study. First, this empirical study extends the concept of consumer engagement to hardcore viewer engagement, and social exchange is found to trigger social behavior and relations in a digital live streaming community. Second, it contributes to the social media community literature. Hardcore viewer engagement provides a broad dimensional scope to examine digital live streaming community participation by integrating the cognitive, affective and behavioral aspects. Finally, it contributes to the literature of social exchange theory. It indicates that the extension of hardcore viewer–streamer social relationships is not restricted to traditional mass media but can be fostered in digital live streaming communities.

It contributes to the consumer engagement literature by exploring in depth viewer engagement dimensionality in a rich digital live streaming context. This study proposed a framework for understanding the stages and outcomes of viewer engagement and parasocial interactions according to three dimensions and multiple objects, which lacked empirical validation in previous studies.

This study also contributes to the social media community literature. In capturing the functions of such groups, the variables of interest were “participation,” “involvement” and “membership.” These variables were determined through behavioral actions or intentions. In contrast, viewer engagement provided a broad dimensional scope to examine digital live streaming community participation by integrating the cognitive, affective and behavioral aspects.

The findings of this study indicate that the extension of parasocial relationships is not restricted to traditional mass media but can be fostered in digital live streaming communities that are designed to bring the viewer close to streamer(s), community members and system functions and activities. Although digital live streaming applications differ from traditional parasocial interaction environments because they offer direct, instantaneous, multiple communication among streamer(s), system functions and community members, the findings of the present study indicate that viewer–streamer–viewer parasocial relationships established both online and offline are often interwoven.

The purpose of the paper is to examine how media synchronicity facilitates the emergence of social exchange (i.e. trust and reciprocity) in organizations’ information and communication technology (ICT)-mediated interactions. A model of media synchronicity in organizational social exchange (MSiOSE) is proposed.

The paper has a design and review approach. The theoretical analysis is based on social exchange theory (SET) and media synchronicity theory (MST).

The authors propose that, in general, social exchange benefits from both asynchronous and synchronous communication processes. However, media synchronicity has different boundary conditions (i.e. pros and cons) in relation to the emergence of social exchange, determined in accordance with the mutually interacting patterns of trust and reciprocity predicted by SET. The authors provide testable theoretical propositions to support the analysis.

Social exchange is a critical business factor for organizations due to its well-known positive outcomes, such as the strengthening of social ties. The need for successful social exchange in remote work conditions is particularly emphasized. However, with regard to the communication and behavioral patterns that lead to social exchange via ICT, the theoretical understanding is limited. The study reveals previously unmapped heuristics between social exchange and physical media capabilities. Thus, the study's propositions can be used to study and analyze social exchange in the ever-changing media landscape. As a practical contribution, the study helps organizations to improve their communication strategies and use of ICT.

Examines social exchange behavior in logistics alliance and transactional relationships. Based on data collected through a mail survey of shippers that established logistics relationships with various types of third parties, the results suggest that both relationship type and effectiveness influence social exchange behavior. It appears, however, that social exchange behavior is influenced more by the level of relationship effectiveness rather than by the actual type of relationship. Shippers in effective logistics relationships perceive higher levels of trust, equity, and commitment, and lower levels of conflict and opportunism than that perceived by shippers in less effective relationships. Some support was found for differences in trust and commitment between alliance and transactional relationships. It appears shippers in alliances are more committed to maintaining relationships and trust their third party partners more than that perceived by shippers in transactional relationships. These findings suggest that trust and commitment are major distinguishing social exchange behavior characteristics of logistics alliances.

The purpose of this paper is to examine the interaction effect of organizational climate and social exchanges and how they fuse to affect psychological contract in the public service in Uganda.

The paper adopts a cross-sectional descriptive and analytical design. The authors employ structural equation modeling to test hypotheses. Using proportionate and simple random sampling procedures, a sample of 346 respondents was drawn from Uganda public service commissions and agencies of which a response rate of 61.5 percent was obtained.

The magnitude effect of organizational climate on psychological contract depends on social exchanges; implying that the assumption of non-additivity is met.

Only a single research methodological approach was employed and future research through interviews could be undertaken to triangulate.

In order to boost the employee-employer relationship of public servants in Uganda commissions and agencies, managers should always endeavor to find a viable organizational climate-social exchanges mix or blend that can add value to employee-employer relationship.

This is one of the few studies that focus on testing the interactive effects of social exchanges on the relationship between organizational climate and psychological contract in Uganda public service commissions and agencies.

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.

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.

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.

This study aims to examine the effects of internal corporate social responsibility (CSR) on the two types of communicative behaviors of employees, namely, scouting and advocative behaviors. Guided by social exchange theory, the study also explored the mediating role of social exchange relationships between an organization and its employees and employee engagement.

An online survey was conducted with 405 full-time employees in the USA across industry sectors.

Results show the following: internal CSR practices, including employment stability, working environment, skill development, workforce diversity and work–life balance, improve social exchange relationships and employee engagement; social exchange relationship mediates the positive association between internal CSR and engagement and advocative behavior; and employee engagement also mediates the association between internal CSR and the scouting and advocative behaviors of employees.

This study is among the first attempts to explore the effectiveness of organizations’ internal corporate social responsibility practices on employees’ informal communicative behaviors, information seeking and transmitting within and outside of their organization.

The purpose of this paper is to examine how managerial trustworthiness and social exchange with the organization integrate with perceived organizational support to relate to supervisor‐rated job performance and self‐report organizational commitment.

A sample of 119 full‐time employees from a variety of occupations at a single organization completed surveys. Their supervisor rated job performance.

This paper finds that managerial trustworthiness was positively related to job performance and organizational commitment via POS and social exchange with the organization; and that POS was related to organizational commitment through social exchange with the organization.

Limitations include cross‐sectional data from a single organization. Strengths include non self‐report ratings of job performance. Future research should consider experimental and longitudinal designs to capture causality.

Organizations may improve job performance and organizational commitment by increasing the trustworthiness of the manager, which might lead to increases in perceived support and social exchange. Trustworthiness can be increased by incorporating policies to encourage the integrity of managers, increasing managers' ability via training, and fostering a climate of benevolence.

This study is the first to examine the trustworthiness of the manager, a central figure to employees, at the same time as support and social exchange in the employee‐organization relationship.

The purpose of this theoretical chapter is to rework a promising but limited theory of the foundations of reciprocity. Reciprocity is often attributed to an “internalized norm of reciprocity” – a deeply felt moral obligation to help those who have helped us in the past. Leifer's theory of local action develops a radically different and compelling foundation for reciprocity – one in which the impetus for reciprocity is a thinly veiled battle for status. We rework the theory to offer a new one that addresses its limitations. The key idea is that the impetus for reciprocity is the desire to signal that one intends to create joint value rather than to capture it from the counterparty.

Our analytical approach rests on close examination of a puzzling and underrecognized feature of social exchange: people who initiate social exchange routinely deny giving anything of value (“it was nothing”) while the receiver inflates their indebtedness to the giver (“this is too much!”). We refer to this negotiation strategy as reverse bargaining and use it as a window into the logic of social exchange.

We develop a more general theory of how people manage the threat of opportunism in social exchange that subsumes local action theory. The key insight is that people who initiate social exchange and seek reciprocity must balance two competing objectives: to ensure that the person receiving a benefit recognizes a debt she must repay; and to mitigate the receiver's suspicion that the giver's ulterior motive is to capture value from the receiver.