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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to provide false information is less when reciprocated ties are utilized for <strong>social</strong> networks<br />
<strong>analysis</strong>.<br />
Contributions<br />
The results <strong>of</strong> this study make several important contributions to the <strong>organizational</strong><br />
literature. First, results <strong>of</strong> this dissertation move POS research beyond the traditional employee-<br />
organization dyad by demonstrating that the beliefs <strong>of</strong> an employee's coworkers are related to<br />
their beliefs regarding treatment to them provided by the organization. This is an important<br />
contribution because existing research is driven by the assumption that employees’ beliefs about<br />
their exchange relationship with the organization are formed in a vacuum. The results suggest<br />
that this one-dimensional view <strong>of</strong> the employee-organization relationship needs to be<br />
reconsidered, especially in today’s decentralized, team-intensive organizations. Therefore,<br />
future research on the antecedents <strong>of</strong> POS should not only consider supervisory relationships,<br />
fairness perceptions, and human resource practices, but relational factors as well.<br />
Second, the results <strong>of</strong> this dissertation extend research on <strong>social</strong> <strong>influence</strong> in<br />
organizations in several ways. For one, prior <strong>social</strong> <strong>influence</strong> research reveals that employees’<br />
<strong>social</strong> ties are related to perceptions <strong>of</strong> and attitudes towards organizations, including perceptions<br />
<strong>of</strong> <strong>organizational</strong> justice (Umphress et al., 2003), attitudes towards technology (Burkhardt, 1994;<br />
Rice & Aydin, 1991); decisions regarding job interviews (Kilduff, 1990); and beliefs about<br />
<strong>organizational</strong> coordination (Meyer, 1994). However, prior research had not explored the<br />
possibility that employees’ global beliefs regarding the extent to which the organization <strong>support</strong>s<br />
them may be <strong>influence</strong>d by the <strong>social</strong> ties that they maintain. This dissertation shows that they<br />
are.<br />
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