Social Exchange Relationship and Employee Attitudes toward Newly Introduced Information System

Abstract

Almost all organizations in the world are under pressure to adopt new information systems in order to survive in competitive markets. Thus, improving our understanding of the inner working mechanism associated with adoption of new information systems has become increasingly important for researchers and practitioners alike. Although Davis’ technology acceptance model is the most widely applied theory, very little effort has been devoted to understanding the determinants of new system acceptance and usage beyond Davis’ model. In view of such, the main aim of this study is to investigate the driving force behind acceptance of and intent to use new information systems from the perspective of social exchange relationship. Results obtained confirm that perceived organizational support and leader-member exchange exert their influences via affective commitment to organization on attitude towards newly introduced information system. Practical implications, contributions and limitations of this study are discussed with suggestions for future research proposed.

The Relationships among Authentic Leadership, Social Exchange Relationships, and Trust in Organizations during COVID-19 Pandemic

“…A high level of positive affect promoted a better social relationship; with a better relationship, those who were experienced could increase more pleasant and less hostility which Leader behaviors during COVID-19 H4 led to the increase of many more supportive partners in the long term (Moore et al, 2018). Thus, an employee who perceived leader support tends to develop better SERs with other organizational members (Chou, 2016). The positive relationship between AL and employees' job satisfaction and between AL and employees' work engagement were mediated by perceived leader support.…”

“…According to mental safety, if employees feel secure, they can perform at their best . Chou (2016) states that perceived organizational support induces the attitude and behavior of employees such as valued and cared for by their organization; therefore, perceived organizational support can build high-quality SERs between leaders and employees that lead to trust development in the organization. Dolan et al (2020) argue that SERs correlate with trust.…”

Reward Strategy and Employee Commitment: Moderated by Empowerment

“…When organizations provide resources valuable to the employees, it creates a feeling of obligation at work and exchange occurs creating obligations on organizations and their employee (Wikham and Hall, 2012). Over time social exchange relationships evolve into a dynamic that contributes to trust, loyalty and mutual commitment (Chou, 2016). According to Wijaya (2016) employees working in conducive social exchange relationships, where they feel that their work is appropriately rewarded, have a commitment to develop positive attitude about their overall job context.…”

Job satisfaction: Its mediating role in the effect of transformational leadership and organizational culture on employee performance

“…Based on the social exchange theory, the way for individuals to receive certain resources from their organizations (such as a decent salary, recognition, or development opportunities), they feel obligated to respond favorably (payback) to the organization (Chou, 2016). So, if employees feel that they benefit from working in the organization, the tendency to perform well is higher, and vice versa.…”