The aim of this study is to examine the impact of AMO-HR Systems (i.e., ability-enhancing HR practices, motivation-enhancing HR practices and opportunity-enhancing HR practices) on proactive employ...

https://journals.sagepub.com/doi/pdf/10.1177/1847979020947236

The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange:

The influence of cultural values on knowledge hiding is intangible and fundamental. Different from western culture, “guanxi” is reviewed as complex system elements in the Chinese workplace. The psychology and behavior of knowledge hiding behavior will be branded by Chinese “guanxi” culture. In view of this, this paper obtains 608 questionnaires sample according to normal distribution law and stratified random sampling survey.Based on social exchange theory, optimal distinctiveness theory and conservation of resource theory, this paper empirically examines the internal mechanism of team-member exchange on knowledge hiding from the perspectives of “insiders” and “outsiders”. This process combines perceived insider status and psychological safety, and considers the boundary role of perception of team-member exchange differentiation. The results show that high-quality team member exchange effectively reduces employees’ knowledge hiding in the context of “guanxi” culture. Perceived insider status and psychological safety play an important role between team-member exchange and knowledge hiding. A high perception of team-member exchange differentiation reduces the knowledge hiding behavior by promoting a positive relationship between team-member exchange and perceived insider status. On the one hand, this study provides more robust evidence for the understanding of employees' knowledge hiding under Chinese “guanxi” culture. On the other hand, this study combines the specific culture and its derived organizational context to study the special influence path and mechanism of knowledge hiding, which provides a solid foundation for the future knowledge hiding research and cross-cultural research under the specific cultural context. 

The mechanism of team-member exchange on knowledge hiding under the background of “Guanxi”

/pdf/leader-and-team-member-exchanges-and-their-relationships-y6l0kv7ek9.pdf

Leader- and Team-Member Exchanges and Their Relationships with Organizational and Interpersonal Counterproductive Work Behaviors: Moderation by Envy and Group Size in Israel and USA

This study examines the organizational factors, leader-member exchange (LMX), and team-member exchange (TMX) affecting seafarers’ safety citizenship behavior (SCB) in respect of seafaring lives. Ac...

Enablers of safety citizenship behaviors of seafarers: leader-member exchange, team-member exchange, and safety climate

This study aims to define the role of organizational climate on work stress of millennial employees and the moderating effect of team-member exchange in the relationship between organizational climate and work stress of millennial employees. Participants are employees born in the time range of 1980 to 2000 and have worked for at least six months. This study utilized survey method with the instruments Stress Diagnostic Survey, Organization Climate Questionnaire, and Team-Member Exchange (TME) instrument which is a fusion of Team-Member Exchange Contributions and Team-Member Exchange Receipts. The data were analyzed with simple linear regression and moderation analysis utilizing the PROCESS module by Hayes. The results of this study indicate that organizational climate contributed negatively on the work stress of millennial employees. The higher the score for organizational climate, the lower the score for work stress on millennial employees. Team-member exchange cannot moderate the relationship between organizational climate and work stress of millennial employees. High quality of team-member exchange cannot strengthen the relationship between organizational climate and work stress of millennial employees.
Penelitian ini bertujuan untuk mengetahui peran iklim organisasi terhadap stres kerja karyawan milenial dan efek moderator dari team-member exchange terhadap hubungan antara iklim organisasi dan stres kerja pada karyawan milenial. Partisipan adalah karyawan milenial dengan rentang tahun kelahiran 1980 hingga 2000 dan sudah bekerja minimal selama enam bulan. Penelitian ini menggunakan metode survei dengan instrumen Stress Diagnostic Survey, Organizational Climate Questionnaire, dan instrumen Team-Member Exchange (TME) yang merupakan gabungan dari Team-Member Exchange Contributions dan Team-Member Exchange Receipts. Analisis data menggunakan uji regresi linear sederhana dan uji moderasi dengan modul PROCESS dari Hayes. Hasil penelitian ini menunjukkan bahwa iklim organisasi berkontribusi negatif terhadap stres kerja karyawan mileneal. Semakin tinggi skor iklim organisasi, maka semakin rendah skor stres kerja karyawan milenial. Team-member exchange tidak dapat memoderasi hubungan antara iklim organisasi dan stres kerja karyawan milenial. Kualitas team-member exchange yang tinggi tidak dapat memperkuat hubungan iklim organisasi dengan stres kerja karyawan milenial.

/pdf/the-work-stress-of-millennial-employees-reviewed-from-the-1anpxeov50.pdf

The Work Stress of Millennial Employees Reviewed from the Viewpoint of Organizational Climate with Team-Member Exchange as a Moderator [Stres Kerja Karyawan Milenial Ditinjau dari Iklim Organisasi dengan Team-Member Exchange sebagai Moderator]

Team-member exchange refers to individual’s perception of the quality of working relationships as the whole within the team, which has been recognized by many scholars to the importance of team processes. However, the research of team-member exchange is still scarce. To advance team-member exchange of research, and gradually build and improve the development of team-member exchange theory paralleled with leader-member exchange theory, this paper reviews recent team-member exchange research in aspects of research origins, concept, measurement, theoretical perspectives, function modes and so on, and points out future directions in team-member exchange research.

/pdf/a-literature-review-of-team-member-exchange-and-prospects-4voep9t26j.pdf

A Literature Review of Team-Member Exchange and Prospects

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A Literature Review of Team-Member Exchange and Prospects