WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

By B. Erdogan, Maria L. Kraimer, R. Liden. 2004

440 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/67aee008859987c3b1617fa9f2ded991774cd0e3

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

12 Structural Equation Modeling in Management Research: A Guide for Improved Analysis (2009, background): “This model is based on the proposal that value congruence fosters communication by giving employees a common frame for classifying and interpreting events (path γ 31 ), which in turn enhances organizational commitment via the path β 13 (Erdogan, Kraimer, & Liden, 2004 ; Meglino & Ravlin, 1998 ).”
Cross-cultural organizational behavior. (2007, background): “Taking a more contextual perspective, Erdogan et al. (2004) found that value congruence was related to satisfaction in Turkey, yet only when leader-member exchange (LMX) and perceived organization support were low, suggesting that supportive relationships can offset value incongruity.”
Examining the impact of social exchange relationships on innovative work behaviour (2014, background): “Finally, the literature suggests that the quality of supervisor–employee relationships can serve as a form of social support in minimizing negative and accentuating positive employment experiences (Erdogan et al., 2004; O’Driscoll et al., 2003).”
Psychological contract breach and work performance (2010, background): “Empirical evidence for the buffering hypothesis stems from several studies (e.g. Bakker et al., 2007; Erdogan et al., 2004).”
LMX, Context Perceptions, and Performance: An Uncertainty Management Perspective (2011, background): “On the other hand, low-quality LMX subordinates tend to receive less from their supervisors (Erdogan et al., 2004) and, as a result, often experience more negative outcomes relative to their high-quality LMX subordinate counterparts.”
Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research (2015, background): “Furthermore, Erdogan, Kraimer, and Liden (2004) argue that employees demonstrating high work value congruence do not require a leader or other types of social support to achieve job and career satisfaction.”
Perceived Organizational Support: A Meta-Analytic Evaluation of Organizational Support Theory (2017, result): “In addition to this direct relationship between value congruence and POS, preliminary evidence indicates that POS may compensate for low value congruence in influencing employee job satisfaction and career satisfaction (Erdogan et al., 2004).”
Leader–member exchange (LMX), paternalism, and delegation in the Turkish business culture: An empirical investigation (2006, background): “factor, which makes the scale suitable to measure overall LMX as well as LMX dimensions (Erdogan et al., 2004).”
The Interactive Effect of Leader-Member Exchange and Political Skill on Subjective Career Success (2007, background): “High-quality LMX relationships result in the subordinate having at least one important alliance (Erdogan et al, 2004), which is helpful in successfully completing tasks.”