THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER–MEMBER EXCHANGE AND ORGANIZATION‐BASED SELF‐ESTEEM

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Person–organization fit, perceived organizational support, and organizational citizenship behavior: The role of job embeddedness (2016, background): “The moderating effect of JE on the relationship between leader– member exchange, organization based self esteem, and OCB (Sekiguchi et al., 2008) suggests that JE could moderate between other psychological factors and OCB as well.”
The Effects of Coworker and Perceived Organizational Support on Hotel Employee Outcomes (2012, background): “Extant research indeed demonstrates that much is still not known about the moderating role of job embeddedness (see Burton, Holtom, Sablynski, Mitchell, & Lee, 2010; Sekiguchi et al., 2008).”
Community embeddedness and work outcomes: The mediating role of organizational embeddedness (2014, background): “There has been a substantial amount of empirical research on this topic over the past ten years, and it has generally supported embeddedness theory (e.g. Halbesleben and Wheeler, 2008; Ng and Feldman, 2009; Sekiguchi et al., 2008; Wijayanto and Kismono, 2004).”
Staying and performing: How human resource management practices increase job embeddedness and performance (2016, methodology): “Third, while job embeddedness was originally conceptualised as a multi-dimensional construct (Mitchell et al., 2001), studies have almost universally relied on a single aggregated measure of embeddedness (e.g., Sekiguchi et al., 2008).”