Social Exchanges Within Organizations and Work Outcomes

By Pamela Brandes, Ravi Dharwadkar, K. Wheatley. 2004

112 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2016855ca9d474d4d5504ef5bdad4d111b180fcb

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

The relationship between employee engagement and organizational citizenship behaviour in Thailand (2012, background): “Literature has confirmed the importance of social exchange and perceived fairness (Brandes, Dharwadkar, and Wheatley 2004; Johnson et al. 2009; Messer and White 2006; Wright and Sablynski 2008).”
How low does ethical leadership flow? Test of a trickle-down model (2009, background): “Research has found support that employees interact with their supervisors more often and more intimately than with top management and because of this, the supervisor is more effective than top management in monitoring, rewarding, and influencing employee behavior (e.g., Becker, Billings, Eveleth, & ”
Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction (2010, background): “Brandes, Dharwadkar and Wheatley ( 2004 ) noted that social exchange theory is being increasingly used as a conceptual lens through which to view organizational relationships.”
Constructive Deviance in Organizations (2013, background): “/ Review of Constructive Deviance 1255 tively little voice regardless of organizational culture, full-time employees who were more vested in the future of the organization exhibited higher levels of voice when the culture was less bureaucratic. Therefore, organizational climate and culture have been”
Improving the “Leader–Follower” Relationship: Top Manager or Supervisor? The Ethical Leadership Trickle-Down Effect on Follower Job Response (2011, background): “More importantly, our findings may help to resolve a typical controversy surrounding literature, and referred to the knowledge about the managerial level, whether Top Management (Barney, 2005; Weaver et al., 2005) or Supervisor (Brandes et al., 2004), which is more influential on the employee positi”