Individual Values and Social Exchange Variables

By A. Cohen, D. Keren. 2008

142 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/9f799a496cc78b3e729778403d5ccd8b0db98971

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. I. Jawahar
2. Ying Liu
3. M. Gavin
4. Janaki Gooty
5. Happy Paul
6. Paul D. Johnson
7. M. Frazier
8. A. Cohen

In Organizational Behavior and Human Resource Management

1. Kenneth J. Harris
2. Thomas J. Zagenczyk
3. K. Kacmar
4. Ray Gibney
5. Martha C. Andrews
6. Marick F. Masters
7. Ying Liu
8. I. Jawahar

In Social Psychology

1. Thomas J. Zagenczyk
2. Kenneth J. Harris
3. Ying Liu
4. K. Kacmar
5. I. Jawahar
6. M. Gavin
7. Janaki Gooty
8. Happy Paul

Citations in the corpus

• The Negative Aspects of Social Exchange: An Introduction to Perceived Organizational Obstruction (2009, background): “Although research consistently finds that values influence attitudes and behaviors (Cohen & Keren, 2008), Rusbult et al. (1988) suggest that loyalty is behaviorally manifested in the performance of organizational citizenship behaviors (OCB).”
• Leadership and Change: The Case for Greater Ethical Clarity (2011, unknown): “In addition, the review of the change and ethics literatures showed that the behaviour of leaders, and others in organisations, is strongly influenced by their ethical values (Burnes and Jackson 2011; Cohen and Keren 2008; Fisher and Lovell 2003).”
• Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill (2013, background): “, Cohen and Keren 2008; Lavelle et al. 2007; Moorman 1991). Applying social exchange theory, Witt et al. (2002) highlighted several reasons why POP may cause a violation of the social exchange relationship individuals have with the organization, and thus may discourage the performance of helping beh”
• Employee Resilience and OCB: Mediating Effects of Organizational Commitment (2016, background): “Cohen and Keren (2008) suggested that employees with high NC were more likely to engage in OCB because they considered it as the right thing to do.”
• The Mediating Role of Appraisal Feedback Reactions on the Relationship Between Rater Feedback-Related Behaviors and Ratee Performance (2010, background): “In terms of consequences, future research should examine if appraisal reactions are also related to contextual performance in addition to task performance (Cohen & Keren, 2008).”
• Organizational Justice, Trustworthiness, and Trust: A Multifoci Examination (2010, background): “Past research on social exchange theory has shown that justice perceptions directly affect the performance of OCB (e.g., Cohen & Keren, 2008; Cropanzano et al., 2002; Konovsky & Pugh, 1994; Niehoff & Moorman, 1993).”
• Values, commitment, and OCB among Chinese employees (2010, background): “…decade (Furnham, Petrides, Tsaosis, Pappas, & Garrod, 2005), researchers have begun to examine the effect of values on commitment (Cohen, 2007b; Cohen & Keren, 2008; Kirkman & Shapiro, 2001; Pearson & Chong, 1997; Wasti, 2003) and on organizational citizenship behavior (OCB) and performance…”
• Job demands, job resources and meaning at work (2011, background): “the effects of differences between workgroups that are not measured by the specific variables ( Cohen and Keren, 2008”