A Study of Exchange and Emotions in Team Member Relationships

By Herman H. M. Tse, M. Dasborough. 2008

178 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/37649adce497268e4c1e654378aec266e2d680b9

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

What goes around comes around: How meso-level negative emotional contagion can ultimately determine organizational attitudes toward leaders (2009, unknown): “Moreover, as Tse and Dasborough (2008) have recently shown, the quality of TMX relationships is associated with the emotions experienced by the individuals in the relationships.”
Virtual Team Performance in a Highly Competitive Environment (2011, background): “The need to understand the role of emotions in motivating team members opens a fertile research area for leadership studies and managerial action (Tse & Dasborough, 2008).”
Emotional Intelligence and Trust in Formal Mentoring Programs (2010, background): “Emotions and trust are vital aspects of any social relationship (J. D. Mayer et al., 2008; Tse & Dasborough, 2008) and emotional intelligence, as discussed above, appears to be especially important for a high-quality formal mentor–protégé relationship (Cherniss, 2007; Kram & Cherniss, 2001).”
A Social Network Analysis of Positive and Negative Gossip in Organizational Life (2010, background): “Affect-based trust refers to a deeper level of trust that derives from an emotional bond between individuals, which is more likely to develop only in close expressive friendship network ties (Chua et al., 2008; Tse & Dasborough, 2008).”
Contextual Inhibitors of Employee Creativity in Organizations (2009, background): “Researchers have identified trusting relationships among group members as a key facilitator of individual and team creative processes (Tse & Dasborough, 2008), because trust results in less fear of reprisal or negative evaluation of ideas (cf. psychological safety, Anderson & West, 1998).”
Toward a model for forming psychological safety climate in construction project management (2015, background): “Research shows that team-member exchange improves individual and team performance in that those who are well connected with other individuals are more likely to share information, ideas, and feedback, and hence develop strong group identity (Tse and Dasborough, 2008).”
Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives. (2013, background): “…theorizing can be supported by qualitative data illustrating that the process of forming exchange relationships in teams is associated with both positive affect (e.g., interest, fun, excitement, and comfort) and negative affect (frustration, annoyance, anxiety, and fear; Tse & Dasborough, 2008).”
What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange (2014, background): “Some research to this point has investigated vertical (LMX) and horizontal (TMX) exchanges in parallel (Tse & Dasborough, 2008).”
Experiencing Gossip: The Foundations for a Theory of Embedded Organizational Gossip (2010, background): “…risks of gossiping in a work setting and individuals’ reported reluctance to acknowledge that they engage in gossip, low-quality TMXs could be assumed to be less likely contexts for gossip than high-quality TMXs, which are characterized by mutual respect and trust (Tse & Dasborough, 2008).”