Social and economic exchange in the employee‐organization relationship: the moderating role of reciprocation wariness

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Ethical Leadership: Assessing the Value of a Multifoci Social Exchange Perspective (2012, unknown): “…research has confirmed that whenever employees feel they are part of a strong SER with an organizational leader (SER) or supervisor (LMX), they tend to be more committed to that leader (Gerstner and Day 1997; Shore et al., 2006, 2009; Shore and Wayne 1993; Wayne et al. 1997; Henderson et al. 2008).”
From Strategy to Action: Transforming Organizational Goals into Organizational Behavior (2018, unknown): “Relative to economic exchange relationships, social exchange relationships in organizations have been associated with intentions to stay, both in-role and extra-role performance and affective organizational commitment (Kuvaas and Dysvik 2009; Loi et al. 2009; Shore et al. 2006, 2009a,b).”
The dark side of trust: When trust becomes a ‘poisoned chalice’ (2014, background): “Wary employees have been found to react to social exchanges with less affective commitment and trust, and with higher turnover intentions than less wary employees (Shore et al., 2009).”