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Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees' exchange qualities

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  • Takeuchi, Riki
  • Yun, Seokhwa
  • Wong, Kin Fai Ellick
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    Abstract

    Integrating social comparison and social influence perspective within a social exchange theoretical framework, we examine how the exchange ideologies of employees and their coworkers affect the quality of the employees' social exchanges. Drawing from social exchange theory, we hypothesize that the exchange ideology of a focal employee has a negative relationship with the quality of his/her social exchange with the organization (i.e., felt obligation) and the quality of his/her social exchange with a leader (i.e., leader-member exchange), both of which are related to task performance. Furthermore, we propose that a coworker close to the employee acts as a social referent and provides cues to exert influence on these relationships. Using data collected from 374 (employee-coworker-manager) triads in Hong Kong, we find support for the aforementioned relationships as well as the moderating roles of a coworker's exchange ideology.

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    File URL: http://www.sciencedirect.com/science/article/pii/S0749597811000276
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    Bibliographic Info

    Article provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.

    Volume (Year): 115 (2011)
    Issue (Month): 2 (July)
    Pages: 226-237

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    Handle: RePEc:eee:jobhdp:v:115:y:2011:i:2:p:226-237

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    Web page: http://www.elsevier.com/locate/obhdp

    Related research

    Keywords: Coworker influence Social information processing Exchange ideology Social exchange relationships Task performance;

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    1. Colquitt, Jason A. & Scott, Brent A. & Judge, Timothy A. & Shaw, John C., 2006. "Justice and personality: Using integrative theories to derive moderators of justice effects," Organizational Behavior and Human Decision Processes, Elsevier, vol. 100(1), pages 110-127, May.
    2. Kilduff, Martin & Regan, Dennis T., 1988. "What people say and what they do: The differential effects of informational cues and task design," Organizational Behavior and Human Decision Processes, Elsevier, vol. 41(1), pages 83-97, February.
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