a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
a social influence analysis of perceived organizational support
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e a role model by each other individual in the organization. Thus, role model ties, like an<br />
advice or friendship ties, are conceptualized at the dyadic level.<br />
Role models are important because employees learn from interacting with or observing<br />
them (Gibson, 2003; Gibson, 2004) through processes described in <strong>social</strong> learning theory. An<br />
excellent example <strong>of</strong> how role models can help employees to learn in organizations is provided<br />
in Ibarra’s (1999) study <strong>of</strong> thirty-four investment bank and management firm employees making<br />
the transition from junior to senior positions. Ibarra argued that individuals adapt to new<br />
pr<strong>of</strong>essional roles by temporarily holding images <strong>of</strong> “provisional selves” (765). Essentially,<br />
employees try on the identities <strong>of</strong> individuals they identify as role models. If they believe that<br />
these identities help them to effectively perform their jobs, they adopt them. Through interaction<br />
and observation, employees acquire the tacit knowledge, attitudes, routines, and impression<br />
management techniques that are useful in making role transitions (Ibarra, 1999: 774).<br />
In order to explain the importance <strong>of</strong> role models in shaping organization-related beliefs<br />
<strong>of</strong> employees, I draw on opinion leadership research. Opinion leaders are individuals who<br />
informally <strong>influence</strong> the attitudes or perceptions <strong>of</strong> others in an intended direction (Reynolds &<br />
Wells, 1977), <strong>of</strong>ten as a “word <strong>of</strong> mouth” information source in interpersonal communications<br />
(Vernette, 2004).<br />
Marketing studies show that individuals consult opinion leaders in their <strong>social</strong> networks<br />
before purchasing a product; opinion leaders are <strong>of</strong>ten more influential than the media because <strong>of</strong><br />
the impact <strong>of</strong> word-<strong>of</strong>-mouth communication (Price & Feick, 1984). Studies on opinion<br />
leadership in organizations also reveal that opinion leaders can be influential in promoting<br />
positive attitudes towards <strong>organizational</strong> initiatives. For instance, Lam and Schaubroeck (2004)<br />
conducted a quasi-experiment in three bank branches implementing a service quality initiative<br />
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