The Workplace Social Exchange Network

By Michael S. Cole, William S. Schaninger, S. Harris. 2002

255 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/af0c520c2b5bb2bc0bfdbe69772e71387f2ff65d

How researchers see this paper

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

In Communication

1. Maree Roche
2. Jarrod M. Haar
3. Upasna A. Agarwal
4. Michael S. Cole
5. Frank Walter

In Organizational Behavior and Human Resource Management

1. Maree Roche
2. Daniel T. Holt
3. Michael S. Cole
4. Frank Walter
5. Jeremy B. Bernerth
6. Upasna A. Agarwal
7. Samuel Chng
8. Brigid Trenerry

In Sociology and Political Science

1. Maree Roche
2. Samuel Chng
3. Brigid Trenerry
4. Zainal Shah Suhaila
5. Peng Ho Oh
6. Yang Wang
7. Han Lu
8. Daniel T. Holt

Citations in the corpus

• Examining the impact of social exchange relationships on innovative work behaviour (2014, background): “However, it remains unclear in the literature if LMX and POS act independently or jointly to influence IWB (Cole et al., 2002).”
• Family supportive organization perceptions and employee outcomes: the mediating effects of life satisfaction (2010, background): “Cole, Schaninger, and Harris (2002) argued that it is the psychological processes and equations employees use to ascertain and judge the value and level of currencies that aid reciprocation using social exchange, and that these aid the obligation of exchange.”
• The effect of organizational culture on deviant behaviors in the workplace (2019, unknown): “Thus, certain exchange relationships will be prioritized as their reciprocal behaviors will be viewed more positively and encouraged by the cultural values (Cole, Schaninger, & Harris, 2002).”
• Organizational Justice and Individuals' Withdrawal: Unlocking the Influence of Emotional Exhaustion (2010, background): “As Judge and Colquitt (2004) noted, ‘procedural justice is valued because it makes long-term outcomes more controllable and predictable’ (p.”
• Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors (2021, background): “Relationship between peer team members is conceptualized as team-member exchange (TMX), where teams engage in an ongoing and reciprocal exchange of ideas, feedback, and emotional support (Cole et al., 2002).”