Members of organizations form relationships with many different people in their organization. Exchange theory provides a basis for analyzing how these organizational relationships function in two different ways. Leader-member exchange (LMX) theory describes how an employee's relationship with his/her leader influences his/her attitudes and behaviors, while coworker exchange theory (CWX) focuses on the attitudes and behaviors that result from relationships between coworkers. Few researchers have investigated how leader-member exchange theory and co-worker exchange theory work together to affect employee level attitudes and behaviors. In this dissertation, I use a social network framework to synthesize and articulate the confluence of leader-member exchange and coworker exchange theories. Based on a review of the literature on leader-member exchange and coworker exchange, I argue that these co-occurring social exchange processes combine to affect attitudes and behaviors. Using outcome measures of performance and affective commitment, I develop hypotheses testing how employees' social networks of coworkers affect these employees' behaviors and attitudes in the leader-member relationship. This study uses employees in a large USA-based retail organization. I gather data from multiple sources including the employees and their leaders. Using the computer program UCINET, I calculate social network matrix manipulations. I also use SPSS to calculate regressions to test my hypotheses. This dissertation contributes to our understanding of 1) joint effects of various social exchange relationships in the context of specific leader member relationships and 2) the different aspects of a social network framework that differentially influence organizational outcomes. / text

Thesis (Ph. D.)--University of Texas at Austin, 2008. / Vita. Includes bibliographical references.

Knowledge has been considered as the important resource to the competitive advantage of an organization. Knowledge sharing is critical because intellectual assets, unlike physical assets, increase in value with use. Knowledge and intellect grow exponentially when shared. However, Professionals¡¦ reluctance to exchange knowledge inhibits sharing. Knowledge always could not be allocated well. Therefore, this paper is based on an empirical investigation of knowledge-sharing from information system (IS) professionals. Through a social perspective, it explores the important affecting factors on Knowledge-sharing behavior. The main contribution of this study is to adopt a well-established social theory, i.e., Social Exchange Theory (Blau, 1964¡FThibaut &Kelley, 1959¡FHomans, 1958) to construct a knowledge-sharing research model, which provides some practical and academic suggestions for the future.

In recent years, people have paid much attention to IS functions outsourcing in organizations. Outsourcing of information system (IS) functions is growing rapidly. Most of the researchers draw on the resource-dependence theory, transaction-cost theory, and agent cost theory to conduct their studies from the economic viewpoint. Economic theories aim at explaining the characteristics of governance or contract. However, explaining the relationship between organizations from a purely economic point of view is unjustifiable because inter-organizational relationships also involve the social learning experiences based on specific sequential interactions. While IS outsourcing can generally be divided into three stages, such as evaluation stage before outsourcing, outsourcing on-going stage, and outsourcing ending stage. The purpose of this study, departing from the social viewpoint, intends to use the social theories to investigate the affecting factors of outsourcing partnerships between firm and the IS functions outsourcing service providers in the outsourcing on-going stage. This study employs social exchange theory to establish the research model. In addition, the triangulation research method is also adopted to verify the research model. First of all, the research model derived from social exchange theory has been revised according to the result of multiple-case deeply interview. Then, the survey research is included to verify the revised research model and test the 12 hypotheses. Finally, among these 12 hypotheses, 11 of them are supported statistically significant and one hypothesis was rejected. The main contribution of this study to academia is to provide a research model of the IS functions outsourcing partnerships to the future researchers who are interested in this domain. Besides, practically speaking, the firm can also adopt the study outcome to ensure the success of the IS functions outsourcing.

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国立情報学研究所で電子化したコンテンツを使用している。

Thesis (Ph. D.)--Ohio State University, 2006. / Title from first page of PDF file. Includes bibliographical references (p. 94-97).

The movement towards open access has allowed academic researchers to communicate and share their scholarly content more widely by being freely available to Internet users. However, there are still issues of concern among faculty in regards to making their scholarly output open access. This study surveyed Virginia Tech faculty (N = 264) awareness and attitudes toward open access practices. In addition, faculty were asked to identify factors that inhibited or encouraged their participation in open access repositories. Findings indicate that while the majority of Virginia Tech faculty are seeking to publish in open access, many are unaware of the open access services provided by the university and even less are using the services available to them. Time, effort, and costs were identified as factors inhibiting open access and data sharing practices. Differences in awareness and attitudes towards open access were observed among faculty ranks and areas of research. Virginia Tech will need to increase faculty awareness of institutional open access repositories and maximize benefits over perceived costs if there is to be more faculty participation in open access practices. / Master of Arts

Motivation är ett komplext fenomen där det är olika faktorer som spelar roll från individ till individ. Förändringar är en stor del i människor vardag och storleken på den organisatoriska förändringen påverkar hur lätt eller svårt det är att motivera till dem. Då människor reagerar olika behöver en förändringsledning anpassa sig utifrån individer då motivationen är en viktig faktor för ett lyckatförändringsarbete. Denna studie avser att undersöka faktorer som bidrar till en ökad motivation utifrån både ett ledar- och medarbetar- perspektiv. Sex kvalitativa intervjuer har genomförts inom två företag med uppdelningen av två ledare från ena företaget samt två ledare och två medarbetare från det andra företaget. Resultatet påvisar transparens, tydlighet och delaktighet är viktiga aspekter för att skapa motivation inför större förändringsarbeten. Relationen mellan ledning och medarbetare står sedan i fokus inom diskussionen som grundar sig i ledarskapsteorin Leader-Member Exchange Theory. / <p>PE207G. Examinationsdatum: 2023-08-17.</p>