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An important aspect of any social interaction involves inferring other people’s mental states, intentions, and their likely next actions, by way of facial expression, body posture, eye gaze, and limb movements. An actor’s production of actions during social interactions and the observer’s perception of these actions are thus closely linked. In this review, we outline an action-observation methodology, which not only allows for separate analyses of production and perception, but also promotes the study of the dynamic interaction between these two sides of every social exchange. We review two lines of research that have benefited from its application. The first line focuses on individuals performing tasks alone and the observation of their actions by other individuals in order to make inferences about their attentional states. The second line of study focused on pairs of individuals performing collaborative tasks in naturalistic settings and the observation of these performances by other individuals. We offer several suggestions for how this methodology can be extended to improve on the limitations of the present studies, as well as some suggestions of how to use this methodology to venture into new territory. Our aim is to inspire future research applications of this methodology in order to advance our understanding of social action production and perception. [ABSTRACT FROM AUTHOR]

Introduction: Ethical voice is a valuable ethical behavior that enables organizations to promptly recognize and rectify unethical issues and practices, thus preventing severe dilemmas and crises. Despite its importance, the extant literature has yet to fully explore the impact of a leader's ethical voice on subordinate outcomes. This study bridges this gap by integrating social identity theory and social exchange theory to scrutinize the process by which a leader's ethical voice affects subordinate task performance. Methods: We employ a serial mediation model to explore the mechanisms by which a leader's ethical voice enhances subordinates' task performance. Our theoretical framework is empirically validated using a dataset that includes 449 subordinate-leader pairings from Chinese enterprises. Results: The survey results demonstrate that a leader's ethical voice has a significant positive impact on subordinate task performance. Subordinate identification with leader and leader-member exchange not only individually mediate the effects of a leader's ethical voice on subordinate task behavior but also jointly serve as a chain-mediated mechanism in the influence of a leader's ethical voice on subordinate task behavior. Discussion: These findings illuminate the substantial effects that ethical leadership behaviors exert on employee performance and offer fresh perspectives on the intricate dynamics that govern this influence. [ABSTRACT FROM AUTHOR]

Most people, evidence suggests, have a hard time thinking straight. Symbolic logic is a tool that can help remedy this problem. Unfortunately, it is highly abstract and uses symbols whose meanings rely on unintuitive arbitrary conventions. Without sacrificing rigor, iconic logic is more concrete and uses icons that resemble what they stand for and whose meanings are thus easier to picture, process, and remember. Here I review and critique iconic existential graphs and concept diagrams--the former link iconic logic to iconic mathematics; the latter expand popular Euler or Venn diagrams and have, to some degree, been empirically investigated for user-friendliness. I lay out how expertise in perception, cognition, and genetics can inform and improve such empirical research to help make iconic logic more ergonomic. After all, logic is a tool, and tools should not only suit their use but also their user. [ABSTRACT FROM AUTHOR]

Background: In the rapidly evolving digital landscape, the role of middle managers in organizational structures and processes is increasingly pivotal. Positioned at the nexus of strategic directives and operational execution, they play an important role in driving digital transformation. This study discusses the under examined domain of middle managers' digital leadership and its impact on employee work engagement in the context of digital transformation. Design: Drawing on Social Exchange Theory, this study investigates the influence of middle managers' digital leadership on employee work engagement through the analysis of survey data from 559 respondents across 11 listed companies in Southwest China. It examines the roles of employee empowerment and affective commitment as pivotal mediating variables and investigates the moderating effect of emotional intelligence in these relationships. Research purposes: The study aims to elucidate the mechanisms by which middle managers' digital leadership fosters employee work engagement, highlighting the importance of emotional intelligence, empowerment, and affective commitment in this process. Findings: The study reveals that middle managers' digital leadership has a significant positive impact on employee work engagement. Employee empowerment and affective commitment serve as mediating factors in the relationship between middle managers' digital leadership and employee work engagement. Emotional intelligence moderates the effect of middle managers' digital leadership on employee empowerment. Meanwhile, emotional intelligence further moderates the chain mediating of employee empowerment and affective commitment between middle managers' digital leadership and employees' work engagement. Implications: This research offers valuable insights into the dynamics of leadership and engagement in the digital era, emphasizing the need for organizations to foster digital leadership capabilities in middle management. It provides practical implications for enhancing employee work engagement through strategic digital leadership, emphasizing the role of employee empowerment, affective commitment and emotional intelligence in adapting to digital transformation. [ABSTRACT FROM AUTHOR]

Background: Although numerous studies have used Chinese samples to examine the consequences of parental phubbing, these studies focused on children’s mental health and peer interaction. No research to date has directly explored the association between parental phubbing and child–parent interaction. Since parental phubbing is a way how parents interact with their children (parent–child), it might be associated with the way how children interact with their parents (child–parent), such as filial piety behavior, which prescribes how children behave toward their parents and remains one of the goals of parents in educating their children in modern Chinese society. Based on social exchange theory and social gender theory, this study investigated the impact of parental phubbing on filial piety behavior and tested its mediation of perceived parental rejection, its moderation of gender among children and adolescents. Methods: This study was conducted using a questionnaire method. A total of 753 students from Grade 4 to 9 (Mage = 12.28 years, SD = 1.81 years) was surveyed using the Parental Phubbing Scale, Perceived Parental Rejection Questionnaire, and the revised Dual Filial Piety Scale. Results: First, parental phubbing was negatively correlated with reciprocal filial piety (RFP) behavior, but not correlated with authoritarian filial piety (AFP) behavior. Second, perceived parental rejection played a mediating role between parental phubbing and RFP behavior. Third, this direct effect was moderated by gender, in that it was stronger for boys than for girls. Conclusion: These findings suggest that there are intergenerational costs of phubbing, such as reducing children and adolescents’ RFP behavior. The present study is the first to combine parent–child interaction in the digital media era (parental phubbing) with traditional Chinese child–parent interaction (RFP behavior), which expands the research topic on the influence of parental phubbing on children and adolescents’ psychological development. [ABSTRACT FROM AUTHOR]

This article explores the impact of green transformational leadership on employees' green behaviors in small and medium enterprises (SMEs) in Saudi Arabia. The study finds that green transformational leadership positively influences employees' green behaviors, with self-esteem mediating this relationship and work engagement moderating it. The study provides empirical evidence on the importance of green transformational leadership in enhancing sustainable performance in SMEs and offers implications for managers seeking to promote green behaviors among their employees. The text discusses the dynamics of sustainability in the Middle Eastern context and its applicability to Western theories of sustainability. It also examines the role of green transformational leadership in fostering employee green behaviors during times of crisis. The study finds that certain factors such as owner-manager conviction, cost savings, reputation effects, and consumer demands can encourage green behaviors. Green transformational leadership is identified as a key driver of green behaviors, as it inspires and motivates employees to engage in green initiatives. The study concludes by highlighting the theoretical and managerial contributions of the research and suggesting avenues for future research. The text discusses the relationship between green transformational leadership, follower's self-esteem, and employee work engagement in promoting environmentally friendly behaviors during crises. It suggests that green transformational leadership can maintain open communication, provide support and resources, and empower employees to respond to crises. The study conducted surveys with employees in SMEs in Saudi Arabia and found that green transformational leadership, employee self-esteem, and employee work engagement positively influence green employee behavior. The text highlights the importance of [Extracted from the article]

Introduction: In today's fast-paced business environment, innovation from elder employees is increasingly vital to organizations. High-involvement work practices that emphasize engagement and empowerment have a significant impact on the innovation performance of these employees, harnessing their wealth of experience and fostering organizational growth. However, most of the current research on innovation performance focuses on the single factor of the individual or the organization, and most of them focus on the linear relationship; research on the factor of human resource practices, in particular high-involvement work practices, is inadequate. Methods: Based on social exchange theory, this paper uses structural equation modeling (SEM) to examine the impact of high-involvement work practices on elder workers' innovation performance using 278 valid samples from three time points, and the non-linear effects of exploratory and exploitative innovation on elder workers' innovation performance. Results: (1) There is no significant relationship between high-involvement work practices and elder employees' innovation performance. (2) Exploratory innovation has a significant U-shaped relationship with innovation performance, i.e., as the level of exploratory innovation increases, the innovation performance of elder employees first decreases and then increases. There is a significant inverted U-shaped relationship between exploitative innovation and innovation performance, i.e., as the level of exploitative innovation increases, innovation performance first increases and then decreases. High-involvement work practices have a U-shaped effect on elder employees' innovation performance through exploitative innovation. (3) Transformational leadership moderates the direct effects of high-involvement on exploratory innovation and elder employees' innovation performance, and transformational leadership moderates the U-shaped effect of high-involvement work practices on elder employees' innovation performance through exploratory innovation. Discussion: The conclusion is helpful for organizations to enhance elder employees' innovation performance by enriching high-involvement work practices. [ABSTRACT FROM AUTHOR]

This research examines the impact of employees' experience of highperformance work systems (HPWS) on their innovative behavior. The study draws upon social exchange theory to propose that employees' experience of HPWS influences their innovative behavior directly and through sequential mediation of social capital development and knowledge-sharing behavior. Additionally, the study uses the Elaboration Likelihood Model to highlight that individuals' need for cognition strengthens the relationship between employees' knowledge-sharing and innovative behaviors. The study employed a timelagged quantitative research design with survey data from 262 job incumbents in professional service firms. The proposed model was tested using the PLSSEM two-stage approach. The findings of the study confirm the proposed direct and indirect relationships. Moreover, the findings also confirm that the need for cognition strengthens the relationship between knowledge-sharing and individual innovation behaviors. The study posits that employees' experience of HRM systems can influence their innovative behavior as a reciprocal exchange toward the employer. Moreover, this study presents a comprehensive model that highlights the interplay of social and cognitive factors that can influence the relationship between HPWS and employees' innovation behavior. This study also fills a gap in the existing literature by highlighting the antecedents of innovative behavior in professional service firms. [ABSTRACT FROM AUTHOR]

This study aims to establish a model that identifies the role of tourism, target group, tourism stakeholders, and the marketing mix factors in the context of tourism marketing based on behavior change and exchange theory, to contribute to poverty reduction through the implementation of social marketing in the tourism context. Phenomenology and grounded theory designs were used in the research. The research findings have revealed that social marketing tools and techniques are effective methods for reducing poverty in the context of tourism and have contributed to a better understanding of the impact of tourism on poverty in terms of roles, barriers, and expectations. It was concluded that for social marketing to be successfully applied in tourism, it needs to be adapted to government policies, institutions, and the private sector. According to the results of the study, government policies should be conducive to promoting behavior change through tourism. In line with the philosophy of social marketing, it is expected that the results will focus on behavior change in the target group in the context of tourism, creating shared values for society, and developing roles for the benefit of individuals and society. [ABSTRACT FROM AUTHOR]

Background: The hospitality industry is experiencing new developmental opportunities after the coronavirus pandemic, such as the expansion of digital presence, the introduction of wellness offerings to cater to health-conscious guests, and a growing focus on local and sustainable tourism. However, despite these positive changes, we still lack knowledge on how hospitality workers can proactively adjust their work conditions to excel in their professional domain while also flourishing in their family domain. Thus, the current study proposed and examined how network crafting behaviors can have positive effects on hotel employees' work goal attainment and work-to-family facilitation. Based on the affectivity theories and the social cognitive theory, we examined the mediating roles of positive affect and information exchange on the relationship between network crafting behaviors and work goal attainment and work-to-family facilitation. Methods: We collected data from three 5-star hotels in Jinan, China. We sent out the surveys in three waves to avoid the common method bias. We obtained 199 valid responses in total in three waves and entered them into the data analysis. Structural equation modeling was conducted to examine our hypotheses. Results: We found that network crafting was positively related to hotel employees' work goal attainment and work-to-family facilitation. We also confirmed the mediating roles of positive affect and information exchange in this relationship. Conclusion: We revealed a dual process of network crafting -- that is, a positive affective process and an information exchange process. We contribute to the social network and networking literature by highlighting an optimization-oriented networking strategy, rather than one simply maximizing networks. We enrich the work-family enrichment literature by suggesting an effective behavioral strategy that can transmit the resources and gains from one domain to the other domain. [ABSTRACT FROM AUTHOR]

Introduction: Servant leadership has long been associated with maintaining employee's affective commitment, yet the underlying mechanism remains unclear. Research from non-western cultures remains scarce. Methods: This study sought to fill in such research gap by introducing insights from social exchange theory perspective, and examined two potential mediators (viz., psychological safety and job burnout) with a largescale, representative Chinese sample. Results: A total of 931 staffs in a Chinese hospital were surveyed, and structural equation models revealed that psychological safety (indirect effect = 0.052, 95% Bootstrap CI = [0.002, 0.101]) and job burnout (indirect effect = 0.277, 95% Bootstrap CI = [0.226, 0.331]) parallelly (and partially) mediated the effect of servant leadership on affective commitment. Moreover, these effects held the same between permanent and temporary staffs, as well as between male and female staffs. Discussion: Results suggested that a leader's orientation to care, validate, and respond to their followers' needs was effective in creating a psychological safe environment and downplaying job burnout in workplace, in exchange to which, followers remained affectively committed to their organization in a long term. Not only did this study contribute to existing literature by providing non-western data for service leadership research, it also provided a deeper understanding of associated mechanisms of how servant leadership might cast on talent retain and organizational development in a long term. These mechanisms shed light on how serving helps leading and advocate servant leadership for hospitals, as well as other serving organizations. [ABSTRACT FROM AUTHOR]

Introduction: Unethical pro-organizational behavior (UPB) can hinder the development of the organization. The existing literature on UPB rarely examines whether and how employees remedy such ethical misconduct after they have committed it. Based on moral compensation theory and social exchange theory, this study explores the self-moral compensation process of employees who engage in UPB. Methods: Specifically, we adopt a moderated mediating model to examine how and when UPB facilitates ethical voice. We tested our theoretical model using data from 415 full-time employees in Chinese companies, which we obtained via a three-stage questionnaire. Results: The results of the regression analysis revealed that UPB has a significant positive effect on ethical voice, and that moral ownership plays a mediating role between UPB and ethical voice. Furthermore, the results support the moderating role of benevolent leadership in the positive direct effect of UPB on ethical voice, and the positive indirect effect of UPB on ethical voice via moral ownership. When benevolent leadership is strong, the direct effect of UPB on ethical voice and indirect mediating effect of moral ownership are both significantly positive, whereas neither are significant when benevolent leadership is weak. Discussion: These findings show the ethical compensation effect of UBP on ethical voice and provide a novel and comprehensive understanding of the consequences of UPB. They also have significant value for ethical practices in managing employee (mis)behavior. [ABSTRACT FROM AUTHOR]

Introduction: The current study anchors on the social identity theory (SIT) and social exchange theory (SET) to investigate the association between green talent management (GTM) and employee retention (ER), mediated by green organizational identity (GOI). Further, the study projects the moderator effect of green shared vision (GSV) in the direct association between GTM and GOI, and the indirect link between GTM and ER through the mediator effect of GOI. Methods: We collected time-lagged (i.e., three-wave) data from 495 frontline managers in the tourism service firms in Pakistan. Data are analyzed using SmartPLS SEM (V 3.3) to evaluate the measurement and structural models. Results: Our results support all the projected associations and confirm the direct relationships between GTM and ER (β = 0.480, CIs = 0.494, 0.578), GTM and GOI (β = 0.586, CIs = 0.517, 0.670), and GOI and ER (β = 0.492, CIs = 0.425, 0.566). The findings further reveal that GOI significantly mediates the relationship between GTM and ER (β = 0.257, CIs = 0.184, 0.312). In addition, the moderator effect of GSV significantly underpins the direct association between GTM and GOI (β = 0.512, CIs = 0.432, 0.587) and the indirect association between GTM and ER, mediated by GOI (β = 0.526, CIs = 0.441, 0.590). Discussion: This is the first study that explores a moderated mediation model to explain when and how tourism service firms can promote ER through inculcating GTM strategies. The findings indicate that service firms in the tourism industry must develop and retain green talent to exploit pro-environmental strategies. [ABSTRACT FROM AUTHOR]

Introduction: Although employees' silence is a common phenomenon in organizations, the mediating role of relational silence has not been studied in inclusive leadership and innovative behavior. In this study, based on the theory of social exchange, relational silence is used as a mediating variable to explore the internal mechanisms of inclusive leadership on employees' innovative behavior. Methods: Data from 263 in-service leaders and employees were collected using convenience sampling and analyzed using Amos and SPSS statistical software package via questionnaires distributed to companies in six cities in the Guangdong province of China. Results: The results showed that inclusive leadership has a significant positive predictive effect on employees' innovative behavior (β = 0.590, p < 0.01), while inclusive leadership is negative and significantly correlated with relational silence (β = -0.469, p < 0.01). More so, relational silence has a significant negative correlation with employees' innovative behavior (β = -0.408, p < 0.01), and relational silence partially mediates the relationship between inclusive leadership and employee innovation behavior. Discussion: The mediating role of relational silence between inclusive leadership and employees' innovative behavior is revealed for the first time, theoretically broadening and enriching the connotation of inclusive leadership's influence mechanism on employees' innovative behavior and providing new ideas in practice for constructing inclusive leadership styles, reducing the incidence of relational silence, and evoking employees' innovative behavior. [ABSTRACT FROM AUTHOR]

As an attempt to solve the mixed results between leader feedback quality and employee job performance, this study proposes that employees' expected feedback quality plays a key role in how employees react to leader feedback. Specifically, drawing on needs-supplies fit and social exchange theory, we posit that congruence between expected feedback quality and delivered feedback quality positively relates to employee task performance and organizational citizenship behavior (OCB) through leader-member exchange (LMX). Further, we posit that learning goal orientation may strengthen the positive effect of congruence between expected feedback quality and delivered feedback quality on LMX. Multi-wave data collected from 226 employees from China showed that congruence between expected feedback quality and delivered feedback quality improves LMX and in turn benefits task performance and OCB. Moreover, learning goal orientation intensifies the indirect effect of congruence between expected feedback quality and delivered feedback quality on task performance and OCB through LMX. The theoretical and practical implications of these findings are discussed. [ABSTRACT FROM AUTHOR]

This study extends our understanding of voice behavior by considering a more complete set of reciprocity antecedents. We add employees-organization reciprocal exchange orientation (EO REO) into the antecedent of voice behavior and clarify the boundary condition by examining the joint moderating role of challenge stressors and construal level. The presence of challenge stressors represents a positive work environment, thus employees with a strong EO REO are likely to reciprocate with voice. However, such stressors also lead employees to focus on how to deal with the current challenges, which only aligns with employees who have a low construal level mindset and prefer to think about the details of the job at hand. Hence, we hypothesized that the positive relationship between EO REO and voice behavior in the face of challenge stressors was more likely to exist for employees whose construal level is low rather than high. We collected data from 237 employeesupervisor matched dyads in study 1 and 225 employee-supervisor matched dyads in study 2. These two studies offered support for the three-way interaction hypothesis. Our studies further voice by extending the antecedent and delineating the boundary condition of challenge stressors and construal level. [ABSTRACT FROM AUTHOR]

Social exchange theory (SET) is one of the most influential theories in social sciences, which has implications across various fields. Despite its usefulness being a typical social transaction, there is a need to look at it from the lens of psychological transactions to further its evolution and to identify future directions. After generally reviewing 3,649 articles from the Social Science Citation Index and Scopus, a total of 46 articles were selected for final review using a comprehensive systematic review approach. We have highlighted the need for further research in psychological transactions, reciprocity principles, exchange relations, and the impact of various factors on the exchange process. Among other exchange rules (social, economic, and psychological) and transactions (social, economic, and psychological), this research provides an elevation platform for the less explored exchange rules in psychological transactions. Among other theories in the social sciences, social exchange theory is a theory that shadows many other theories under its umbrella. [ABSTRACT FROM AUTHOR]

The current research aims to investigate the connection between supervisors' perceived high-commitment performance management (HCPM) and their performances (in-role, extra-role, and deviant work behavior). In addition, this paper aims to examine how perceived organizational support (POS) mediates the above relationship. The paper employs the social exchange theory as the theoretical lens to develop and suggest a positive motivational work environmental model. Our model is tested on a sample of 430 supervisors from ready-made garment (RMG) organizations, Bangladesh. Using the PLSSEM, our model examines the direct and indirect effects of HCPM and POS on job performances. We find supports for the existence of a positive relationship from HCPM to job performance through POS mediating such a relationship. Future studies may investigate the prospective of HCPM and POS to create ideal work environments that boost employee productivity and benefit enterprises. [ABSTRACT FROM AUTHOR]

Loyalty has always been a hot topic in the field of organizational behavior, which is of great significance to the operation and management of organizations. Extant studies have found that leadership can have a great impact on loyalty. Differential leadership is a common and unique leadership style in Chinese organizations, but the research between differential leadership and loyalty is still lacking. Based on social exchange theory and social learning theory. This study discusses the relationship between differential leadership and loyalty. By using hierarchical regression analysis and bootstrap method. The results show that differential leadership has a positive effect on employees' organizational loyalty and supervisory loyalty, and the degree of "loyalty to organizations" is generally lower than "loyalty to supervisors"; under differential leadership style, the supervisory loyalty from insiders is much higher than that from outsiders, but the influence and difference of the two groups (insider and outsider) do not have a significant effect on organizational loyalty. The supervisor developmental feedback mediates the relationship between differential leadership and organizational & supervisory loyalty; power distance positively moderates the relationship between supervisor developmental feedback and organizational & supervisory loyalty, and the higher the perceived power distance of employees, the stronger the indirect effect of developmental feedback from supervisors. This study not only enriches the theory of differential leadership but also provides empirical support for understanding the differences in cognitive behavior between insiders and outsiders. [ABSTRACT FROM AUTHOR]

Introduction: In the aftermath of global pandemic of COVID-19, many sectors faced severe challenges to maintain security, health (psychological, and physical), and steer through the crisis by sup-porting the society. Methods: Through a quantitative approach a total of 250 surveys were distributed after a pilot test. Specifically, this research gathers data from 178 (71.2% response rate) university teachers from different universities across Palestine via surveys that address the role of empowering leaders on job satisfaction among teachers. The proposed model of the re-search was analyzed using Smart-PLS and PLS-SEM technique. Discussion and Results: The academic sector was disrupted and faced extreme changes during the pandemic, rendering teachers vulnerable and thus, role of leaders more crucial. Building on job demand-resources model, and social exchange theory, the current study examines the moderating effect of leader-member exchange (LMX) for increasing job satisfaction that can lead to enhanced overall wellbeing in the academic setting. Additionally, the mediating role of trust in leader is focused as a vital psychological element. While the results show a significantly positive effect on job satisfaction in the presence of empowering leaders, the moderating role of LMX alongside mediating impact of trust are observed. This implies that empowering leaders are highly influential in enhancing workplace for university teachers in the post-pandemic era. [ABSTRACT FROM AUTHOR]

Humans and non-human primates can allocate visual attention to areas of high interest in their visual field based on the behaviors of their social partners. Allocation of attention is particularly important for third-party observers of social interactions. By following the gaze of interacting individuals, the observer can obtain information about the mental states, emotions, and intentions of others. We presented three adult monkeys (Macaca mulatta) with videos of simulated social interactions and quantified their eye movements to determine which observed behaviors were most conducive to gaze following. Social interactions were simulated by juxtaposing two videos depicting a threatening and an appeasing individual facing each other, with the timing of the facial and bodily displays adjusted to mimic an exchange of social signals. Socially meaningful facial displays combined with full body movements significantly enhanced the probability of gaze following and joint attention. Despite the synthetic nature of these interactions, the facial and bodily displays of the submissive individual elicited significantly more joint-attention than gaze-following saccades, suggesting a preferential allocation of attention to the recipients of threatening displays. Temporal alignment of gaze following and joint attention to the frames of each video showed numerous clusters of significant increases in the frequency of these saccades. These clusters suggest that some videos contained signals that can induce a quasi-automatic redirection of the observer's attention. However, these saccades occurred only on a fraction of the viewings, and we have documented large inter-individual variations. All viewers produced sequences of joint attention saccades (checkbacks) shifting their attention between the two monkeys as though monitoring the simulated emitting-receiving cycle of social signals. These sequences reflect the viewer's interest in monitoring the ongoing exchange of agonistic and affiliative displays. It appears that in macaque monkeys, the scanpaths of third-party observers of simulated social interactions are informed by socialcognitive processes suggestive of mentalizing. [ABSTRACT FROM AUTHOR]

Introduction: In the process of social exchange between employees and organizations, psychological contract, organizational identification, and cognition on distributive justice are closely related and have a common psychological basis, that is, the reciprocity of exchange. The question of how a sense of fairness can affect employees' psychology and behavior has attracted the attention of scholars and managers. Methods: The predictive role of psychological contract on organizational identification and the moderating role of supervisors' and subordinates' cognition on distributive justice in it were investigated. A paired sample of 133 supervisors and 437 direct reports collected from private service-based SMEs was analyzed through structural equation modeling. Results: (1) relational psychological contract had a positive predictive effect on organizational identification and transactional psychological contract had a negative predictive effect on organizational identification; (2) subordinates' cognition on distributive justice played a moderating role in the prediction of psychological contract to organizational identification, and supervisor's cognition on distributive justice on subordinate's psychological contract and organizational identification did not reach a significant level. Discussion: This indicates that there was a significant difference between supervisors' and subordinates' cognition on distributive justice. [ABSTRACT FROM AUTHOR]

Introduction: Most previous studies focused on the antecedents of employee innovative behavior but rarely examined the outcomes of employee innovative behavior. Moreover, previous studies ignored the relationship between employee innovative behavior and workplace wellbeing. Based on social comparison theory and social exchange theory, this study introduces coworker ostracism and leader support for innovation as mediating variables to explore the "double-edged sword" effect of employee innovative behavior on workplace wellbeing. Methods: Based on a sample of 319 employees from Chinese companies, this study used SPSS 26.0 and MPLUS 8.3 to examine the hypotheses. Results: Empirical results demonstrate that (a) employee innovative behavior is directly and positively related to workplace wellbeing, (b) employee innovative behavior is indirectly and positively related to workplace wellbeing through leader support for innovation, and (c) the negative association between employee innovative behavior and workplace wellbeing via coworker ostracism is unsupported. Discussion: The findings of this study enrich the literature by exploring the double-edged sword effect of employee innovative behavior on workplace wellbeing. The practical implications of this study are that leaders in organizations should give employees innovation support. [ABSTRACT FROM AUTHOR]

In recent years, hotels have occasionally engaged in unethical behaviour. This has become an urgent problem that requires a solution. Based on social exchange theory, this study constructs a theoretical model of the relationship between hospitality's ethical values and unethical behaviour. According to 543 questionnaires, the findings indicate that hospitality's ethical values negatively affect the unethical behaviour of employees. Work values played a part in the intermediary role between the two, and perceived organisational support significantly positively moderated the relationship between hospitality's ethical values and unethical behaviour. By exploring the logical relationship between hotels' and employees' morality, this study expands the research content and theoretical framework of unethical employee behaviour and helps to bridge the work values of hotels and individuals. Furthermore, it helps to build a good hotel ethical value system, which can effectively reduce and suppress the emergence of unethical employee behaviour. [ABSTRACT FROM AUTHOR]

This study focuses on the effect of perceived organizational support on the prohibitive voice of knowledgeable talents and on the factors influencing that voice during the COVID-19 pandemic in China. Grounding our research in social exchange theory and the Chinese sociocultural background, we collected data from 714 questionnaires from universities in Zhejiang Province and analysize by linear regression and found, first, that perceived organizational support significantly increased the prohibitive voice of knowledgeable talents and, second, that in the relationship between perceived organizational support and the prohibitive voice of those talents, the level of digitalization level of an organization has a positive the effect of perceived organizational support on prohibitive voice behavior. This study enriches the theory of voice behavior, helps universities understand the behavioral patterns of knowledgeable talents and guides the cultivation of an atmosphere with prohibitive voice behavior. [ABSTRACT FROM AUTHOR]

Knowledge hiding is one of the dilemmas of organizational knowledge management. For nurses, knowledge hiding behavior is not conducive to improving the quality and efficiency of their work and hinders the innovation of nursing services. Based on the social exchange theory, the current study constructed a moderated mediation model by taking psychological safety and felt obligation as mediating variables, and traditionality as moderating variable, and explored the mechanism of feeling trusted affecting knowledge hiding behavior. The empirical research based on 285 nurses from China shows that feeling trusted is negative correlate with knowledge hiding behavior; feeling trusted can negatively affect knowledge hiding by enhancing psychological safety and felt obligation; traditionality can positively moderate the relationship between feeling trusted and felt obligation, and feeling trusted has a stronger positive influence on felt obligation of highly traditional nurses; traditionality has no significant moderating effect between feeling trusted and psychological safety. Theoretically, this study supplements the influencing factors of knowledge hiding, examines the complex mechanism between feeling trusted and knowledge hiding and supplements the boundary conditions for feeling trusted to play its role from the perspective of individual characteristics (i.e., traditionality). From the perspective of practical implication, this study suggests that managers should pay attention to using trust strategies to enhance subordinates' psychological safety and felt obligation, especially for highly traditional nurses, thus reducing knowledge hiding. [ABSTRACT FROM AUTHOR]

Research on the influence of organizational trust (OT) on organizational citizenship behavior (OCB) of employees has been conducted for years, but the influence of internal mechanism for OT on OCB is not well studied. Based on social exchange theory and organizational identity theory, this paper explored the OT on the OCB and revealed the chain-mediating role of organizational identification (OI) and employee loyalty (EL) from both employees’ cognitive and psychological perspectives. The research employed a two-wave and multi-source strategy to conduct hypothesis validation with 305 validated questionnaires of Chinese enterprises. The results of the empirical analysis show that: (1) OT has a significant effect on OCB; (2) OI plays a mediating role between OT and OCB; (3) EL plays a mediating role between OT and OCB; and (4) OI and EL have a significant chain-mediating role between OT and OCB. The results of this study have deepened the understanding of organizational trust and have important practical implications for improving organizational citizenship behavior, organizational identification, and employee loyalty. [ABSTRACT FROM AUTHOR]

As an important factor in enhancing individual creativity, employees' psychological capital has been widely tested by scholars. However, the effects of ambidextrous human resource practices (AHRP) on individual creativity has not been confirmed. On the basis of the theories of social exchange and resource preservation, we explored the mechanism of AHRP's impact on individual creativity using three-point data collected from March to September 2021 from 23 large enterprises in the service, finance, construction, and education sectors in five Chinese cities: Wuhan, Shanghai, Guangdong, Shenzhen, and Zhengzhou. A cross-layer regression and a Monte Carlo sampling analysis were performed on 135 pairs of leaders and 810 employees. In addition, we tested the cross-layer mediating effect of the psychological capital between AHRP and individual creativity and the boundary effect of the quality of leader--member exchange (QLMX) in the cross-layer effect. Research results indicate that (1) AHRP have positive effects on individual creativity across layers; (2) psychological capital mediates the cross-layer relationship between AHRP and individual creativity; (3) QLMX moderates the direct effect of AHRP on employees' psychological capital; and (4) QLMX moderates the indirect effect of AHRP on individual creativity through psychological capital. The research conclusions lay a theoretical foundation for AHRP at the organizational level and provide a guiding reference for the enhancement of employee creativity at the individual level. [ABSTRACT FROM AUTHOR]

Distributive justice is known to have important emotional and affective outcomes. The present study explores the role of distributive justice as an antecedent to feelings of gratitude toward the organization. Borrowing from social exchange theory, we investigate the mediating role of gratitude in the relationship between “perceived fairness in distributive justice” and “employees’ organization citizenship behaviors (OCB).” Time-lagged, multisource data was collected from 185 employees and their supervisors employed in a large manufacturing organization based in East India. Two significant findings emerge. First, the results indicate that feelings of gratitude signal fair distribution of benefits such that the employees go beyond the call of the duty to invest in OCB. Second, engagement in such acts seems to nullify their social debts highlighted in the social exchange perspective. Thus, a strong moral emotion, gratitude is a powerful vehicle that drives employees to act in the organization’s interests because doing is desirable and rightful. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

In this paper, we investigated the quarantine hotel (QH) booking intention (BI) of potential consumers from a corporate social responsibility (CSR) perspective. Mixed methods were adopted to explore the formation mechanisms of QH BI of potential consumers when the COVID-19 pandemic recedes. In Study 1, we constructed a theoretical model of QH BI of potential consumers based on grounded theory and put forward research propositions. In Study 2, we tested the robustness of the model and identified the mediating effect through two situational experiments. The research results showed that: (1) Potential customers are more willing to book QHs than normal hotels (NHs). (2) Multiple mediating mechanisms are involved in the effect of the operation as a quarantine facility on BI of potential consumers, including “QH-corporate social responsibility (CSR)-customer trust (CT)-BI” and “QH-CSR-customer gratitude (CG)-BI.” This research not only has theoretical significance for deepening and expanding social exchange theory and hotel CSR theories but also provides guidance for the participation of the hotel industry in the prevention and control of the COVID-19 pandemic and hotel marketing after the pandemic ends. [ABSTRACT FROM AUTHOR]

Kindergarten teachers' professional commitment affects their emotional input and turnover intention, and it is affected by the spiritual and material factors of teachers' families, kindergartens, and society. Therefore, this study aimed to investigate the mediating effect of the dimensions of subjective well-being in the relationship between social support and professional commitment. The study is grounded in human ecology theory and social exchange theory. We surveyed 778 kindergarten teachers from different educational systems in Guangdong Province in China. We used the "Appreciative Social Support" and "Subjective Well-being" Scales and the "Professional Commitment Questionnaire." The results showed that the four variables of social support, positive affect, life satisfaction, and professional commitment of kindergarten teachers were significantly and positively correlated with each other: social support positively predicted positive affect and life satisfaction, positive affect and life satisfaction positively predicted professional commitment, and social support indirectly influenced professional commitment through the parallel and chain path of positive affect and life satisfaction. This represents a compound multiple mediating effects on professional commitment. [ABSTRACT FROM AUTHOR]

Drawing on the social exchange theory, this study adopted a cross-level framework to investigate the influence of consumer group communication on consumer product image perception and brand memory. In addition, this paper examined the moderating role of consumer group involvement in the cross-level relationship between consumer group communication and consumer product image perception. Based on a sample of 116 groups and 530 consumers, results revealed that consumer group communication has a significant positive influence on brand memory formation across levels. Consumer product image perception plays a cross-layer mediated role between consumer group communication and brand memory. Group involvement plays a cross-level negative moderating role between consumer group communication and consumer product image perception, and moderates the mediating role of consumer product image perception between consumer group communication and consumer brand memory across different levels. Finally this paper discussed implications for research and practice. [ABSTRACT FROM AUTHOR]

To clarify the relationship between higher vocational students' liking of teachers and their learning engagement, based on the theory of social exchange, 1,279 vocational students in the Yangtze River Delta and the Pearl River Delta in China are used as the research objects. From the perspective of students and teachers, SPSS and AMOS are used to conduct a two-stage linear regression analysis. The results show that (1) students' liking of their teachers has a positive effect on learning engagement; (2) liking positively affects students' psychological empowerment; (3) liking of teachers indirectly influences learning engagement through psychological empowerment; (4) teacher's support positively moderates the indirect relationship between liking of teachers and learning engagement through psychological empowerment. This study attempts to provide practical guidance for college students to provide learning engagement. [ABSTRACT FROM AUTHOR]

With the intensification of COVID-19 epidemic, it becomes prominent to discuss the issue about the influence of psychological contract breach on job performance of new generation of employees. Based on social exchange theory, fairness theory, and conservation of resource theory, this study constructed a relationship model between psychological contract breach and job performance of new generation of employees with considering the mediating effect of job burnout and the moderating effect of past breach experience. Our hypotheses were tested using data from 235 respondents working in Yunnan Province, China. The results were as follows: first, psychological contract breach had a significant negative effect on job performance of new generation of employees, whether in the whole sample or in two grouped samples; second, both in the overall sample and the grouped sample of state-owned enterprises, job burnout partially mediated the negative relationship between psychological contract breach and job performance of new generation of employees, and past experience of breach positively moderated the negative relationship between psychological contract breach and job performance of new generation of employees; third, in the grouped sample of non-state-owned enterprises, job burnout did not play a significant mediating role in the relationship between psychological contract breach and job performance of new generation of employees, and past breach experience did not play a significant moderating role in this relationship. These findings uncover the psychological mechanism underlying work performance of new generation of employees, and also provide useful theoretical reference for management practices of new generation of employees among different natures of enterprises. [ABSTRACT FROM AUTHOR]

Employee resilience is of great significance for organizations to resist pressures, overcome crises, and achieve sustainable development. However, existing research has largely failed to explore its situational triggers. Drawing on social information processing theory and social exchange theory, a cross-level study was conducted to theorize the underlying mechanisms through which authentic leadership facilitates employee resilience. Based on a two-wave time-lagged design, the data were obtained from 85 team leaders and 417 employees in China. The results of the cross-level model showed that authentic leadership was positively related to employee resilience. Perceived insider status and error management climate both played a partial mediating role in linking authentic leadership and employee resilience. Error management climate positively moderated the relationship between perceived insider status and employee resilience. This paper not only contributes to revealing the cross-level effect of authentic leadership on employee resilience but also provides some managerial practices. [ABSTRACT FROM AUTHOR]

Purpose: As a new human resource management practice, idiosyncratic deals are personalized employment arrangements negotiated between employees and employers and intended to benefit them both. It plays an important role in attracting, retaining and motivating employees to promote breakthrough innovation. Based on the input-process-output (I-P-O) model, this paper examines the relationship between team idiosyncratic deals and team breakthrough innovation, the mediating role of team exploratory-exploitative knowledge sharing, and the moderating roles of team transactive memory systems and team cognitive flexibility. Participants and methods: In order to reduce the effects of common method biases and causal lag effect, this study is divided into three stages for data collection, with a time interval of 1 month. Eighty teams (406 employees) from six enterprises in Shanghai and Hangzhou were selected as samples, and the hypothesis test was carried out by hierarchical regression analysis, bootstrap, and Johnson-Neyman method. Results: The results show that higher team idiosyncratic deals are associated with higher team breakthrough innovation through higher team exploratoryexploitative knowledge sharing, and that team transactive memory systems and team cognitive flexibility positively moderate the mediating effect of team exploratory-exploitative knowledge sharing in the relationship between team idiosyncratic deals and team breakthrough innovation in the first stage and the second stage, respectively. Under the joint effect of high team transactive memory systems and high team cognitive flexibility, the mediating effect of team exploratory-exploitative knowledge sharing is stronger. Conclusion: The research results break through the previous research framework of social exchange theory, and I-P-O model to explore the influence mechanism of team idiosyncratic deals, in order to promote the sustainable growth of team breakthrough innovation through this nonstandard work arrangement. It is hoped that this research can inspire modern enterprises to create team idiosyncratic deals for valuable teams engaged in breakthrough innovation, which are more conducive to give full play to their heterogeneous talents, and finally help enterprises break through the industry bottleneck and win the market competition. [ABSTRACT FROM AUTHOR]

Workplace incivility remains a prevailing issue and has significant potential for harmful consequences. This study aims to investigate the influencing mechanism of workplace incivility on work alienation from the perspective of targets. Based on the social exchange theory, our research examines the role of interpersonal trust as a mediator along with the moderator of career resilience in the said association. Through a two-wave-timelagged quantitative research design, a sample of 315 nurses from China was investigated with questionnaires on workplace incivility, work alienation, interpersonal trust, and career resilience. The results indicated that workplace incivility was positively related to work alienation with interpersonal trust as a mediator. Workplace incivility caused a decline in interpersonal trust, which led to work alienation. Career resilience buffered such an impact. High career resilience weakened the association linking workplace incivility to interpersonal trust. Organizations should pay more attention to workplace incivility and consider empowering nurses’ career resilience, which could alleviate the negative impact of workplace incivility. [ABSTRACT FROM AUTHOR]

Organizations are seeking ways to be more competitive in the market. Globalization also paves the way for additional challenges for firms to compete in today's knowledge-based economy and competitive corporate settings. The psychological contract breach (PCB) of employees could be a possible reason to slow down the firm's innovative performance. Based on the social exchange theory, the present study assumes that a PCB negatively affects a firm's innovative performance. The present study also assessed the mediating role of knowledge hiding (KH) and moral disengagement (MD) in the relationship between PCB and a firm's innovative performance. This study also attempts to check the moderating role of perceived supervisor support (PSS) in the relationship between PCB and KH and between PCB and MD. For empirical investigation, the present study collected the data from 303 employees of various textile organizations in china through a structured questionnaire method using a convenient sampling technique. The present study applied partial least square structural equation modeling for empirical analyses using Smart PLS software. The present study revealed that a PCB does not directly influence a firm's innovative performance. However, the results confirmed that KH negatively mediates the relationship between PCB and a firm's innovative performance. On the other hand, results also confirmed that MD negatively mediates the relationship between PCB and a firm's innovative performance. The finding also acknowledged that the PSS does not moderate the relationship between PCB and KH. Additionally, the findings confirmed that PSS positively moderates the relationship between PCB and moral disengagement. The present study offers important practical, theoretical, and managerial implications. [ABSTRACT FROM AUTHOR]

Based on the social exchange theory, the present study aimed to investigate the association between abusive leader behavior and job insecurity while considering the serial intervention of abusive peer behavior and emotional exhaustion. Abusive leader behavior triggers abusive peer behaviors, emotional exhaustion, and job insecurity. Results from the data of 323 final responses indicated support for all the hypothesized relationships. Moreover, the findings also reported sequential mediation of abusive peer behavior and emotional exhaustion in the association between abusive leader behavior and job insecurity. The results indicate that mistreatment by an immediate boss can encourage peers to engage in similar unethical behaviors, leading to employees feeling emotionally exhausted, which ultimately results in job insecurity concerns. The study hopes that the findings will help practitioners dedicate more efforts to curtailing abusive behaviors that lead to several unintended consequences at work. [ABSTRACT FROM AUTHOR]

In the short video application scenario, self-disclosure helps to establish and maintain relationships with others, and is important for the formation of mass trust. To this end, this study investigates the impact of self-disclosure on mass trust in the context of short video applications based on social exchange theory, and introduces perceived similarity to explain the specific impact mechanism while focusing on the boundary conditions of trust disposition in it. This study takes TikTok as the research object and analyzes the data obtained from the questionnaire survey. The empirical test results show that self-disclosure not only aects mass trust directly, but also indirectly through perceived similarity. In addition, a moderating eect of trust disposition on perceived similarity was found to aect mass trust. The findings of this paper contribute to an in-depth understanding of the potential intermediate mechanisms and boundary conditions of self-disclosure on mass trust, reveal the theoretical relationship between self-disclosure and mass trust, bridge the gap between previous mechanisms of mass trust influence from the perspective of empirical research, and eectively guide the management practice of short video applicable. [ABSTRACT FROM AUTHOR]

Although research in the feedback-seeking behavior literature has primarily focused on feedback-seeking from supervisors, some emerging works have begun to explore the benefits of coworker feedback-seeking behavior. Based on the social exchange theory, we investigated how and when seeking feedback from coworkers will benefit the seekers. Using a sample of 327 teachers from China, we find that seeking feedback from coworkers is positively associated with task performance and workplace well-being. Seeking feedback from coworkers is also positively associated with coworker relationship. Moreover, the coworker relationship mediates the effects of seeking feedback from coworkers and task performance and workplace well-being, and moderates the strength of the relationship between seeking feedback from coworkers on task performance and workplace well-being. Theoretical and practical implications of our findings are discussed. [ABSTRACT FROM AUTHOR]

Commitment has been perceived as a strategic topic in organizations due to its positive effect on retaining talent, increasing performance, or boosting employees’ innovative behavior. However there are many focis of commitment in the workplace, which has represented a challenge to human resources management, who need implement measures to improve the employee’s commitment. Recent research has suggested a need to conduct studies about commitment, namely antecedents and the relationship between different focis, to understand the dynamic and directionality between them. Hence, the purpose of this work is to analyze how employees’ emotional awareness relates with two focis of commitment (the leader and the organization), also assessing the mediating role of affective commitment to the leader. The study uses structural equation modeling and Lisrel to test the hypotheses considering the multidimensionality of organizational commitment (affective; normative; and continuance), employees emotional awareness (understanding self-emotions; self-control when facing criticism; and understanding others’ emotions), and the affective commitment to the leader, under the scope of Social Exchange Theory. The Mackinon’s Z Test was used to assess the mediation role of affective commitment to the leader. The sample is composed for 403 employees from two multinational companies. The results provide empirical evidence about the mediating role of affective commitment to the leader in the relationship between employees’ emotional awareness and organizational commitment, and the employees’ emotional awareness as an antecedent of commitment. The implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Recent trends in the academic literature indicate growing interest in leadership for fostering employees' knowledge sharing. In this research, we integrate social cognitive theory and social exchange theory to explain how and when self-sacrificial leaders promote employee knowledge sharing. It is found that self-sacrificial leaders influences employees' knowledge sharing by nurturing employee moral ownership and a sense of obligation to the organization. We also found the moderating effect of supervisorsubordinate guanxi on the self-sacrificial leadership--employees' knowledge sharing link. We discuss the implications of these findings for understanding and promoting self-sacrificial leaders and employees' knowledge sharing behaviors in the workplace. [ABSTRACT FROM AUTHOR]

Sketching on the Social Exchange Theory (SET), the present study aims to investigate the direct relationship between training and development, work environment, and job satisfaction with employee retention. The contingent role of transformational leadership was also analysed under the Situational Leadership Theory (SLT). Accordingly, we collected data from 287 employees of SMEs in northern China by employing a convenience sampling approach, exhibiting a response rate of 57.40 percent. The Partial Least Square-Structural Equation Modelling (PLS-SEM) analysis was then run to test the proposed hypotheses. The findings revealed a significant positive impact of training and development, work environment, and job satisfaction on employee retention. However, no moderating effect of transformational leadership was indicated on their direct relationship. This study has enriched the literature on employee retention and the leadership arena. To the best of the authors' knowledge, there is no prior evidence concerning the study's integrated relationship of the continuous variables. The implications and limitations were finally expressed at the end of this manuscript. [ABSTRACT FROM AUTHOR]

Narcissistic leadership is the synthesis of narcissistic personality traits and leadership behaviors that are motivated mainly by self-interest needs and arrogant beliefs. Such leadership style has multiple effects on organizations and employees. The amplifying influence of narcissistic leadership on their subordinates has become a hot topic in the field of organizational behavior. Based on the social exchange theory and the resource conservation theory, the current study constructs a chain mediation model of narcissistic leadership affecting employees' job embeddedness with 405 corporate employees as survey respondents. The results of data analysis show that narcissistic leadership is significantly and negatively related to employees' job embeddedness; Leader-member exchange (LMX) and perceived insider status not only play a mediating role between narcissistic leadership and job embeddedness but also play a chain mediating roles in the relationship between narcissistic leadership and job embeddedness. Our findings deepen the theoretical exploration of narcissistic leadership and help all types of organizations to improve their leadership practices. [ABSTRACT FROM AUTHOR]

Although humility is a hallmark of many beloved and respected leaders, yet little is known about the impact of humble leadership on employee job performance. Drawing on social exchange theory and attribution theory, the current study suggests a moderated mediation model to elucidate how and when humble leadership encourages follower job performance. Analyses of multilevel, multisource data from 204 subordinates and 68 supervisors showed that humble leadership and employee job performance via supervisor-subordinate guanxi is moderated by perceived leader integrity, such that the indirect and positive relationship between humble leadership and employee job performance via supervisor-subordinate guanxi would be strengthened when perceived leader integrity is high rather than low. Theoretical and practical implications as well as limitations and future directions are discussed. [ABSTRACT FROM AUTHOR]

A positive leadership style can promote work engagement. Using social exchange theory, this study examines the impact of employee leadership styles on work engagement. In addition, the link also considered the mitigating role of trust in leaders. Preliminary data were collected from the educational and non-educational staff of the Business Management Sciences and Education Department at different universities. We collected responses from 242 employees from selected universities using the purposive sampling technique. We tested the proposed hypothesis using linear regression. Research has shown that there is a positive link between employee leadership and work engagement. When trust in leaders as facilitators was introduced, the relationship between leadership and work engagement was relaxed to increase trust in leaders. Practical and theoretical contributions to the study were provided with recommendations for further study. [ABSTRACT FROM AUTHOR]