Capturing and sharing individual and organisational knowledge is vital for organisational functioning. Knowledge management systems (KMS) are information technology systems which enable employees to electronically capture and distribute knowledge across the organisation. Because knowledge sharing is often a discretionary behaviour requiring time and energy on behalf of employees, the success of KMS largely relies on their motivation and willingness to share. KMS implemented within organisations have been largely ineffective with failure rates of 80% documented in the knowledge management literature. There is a need for further understanding of the barriers and facilitators for employee contributions to KMS. In particular, there is a dearth of empirical research examining the role of social and organisational factors in knowledge sharing on KMS. To this end, a programme of research was developed which utilised normative and social exchange perspectives to explain employee knowledge sharing on KMS. A combination of research methodologies were employed across five field-based studies. The aim of Study 1 was to identify the determinants of knowledge sharing on KMS. In Study 1, qualitative data were collected through 16 in-depth interviews with employees from a medium-sized private sector organisation. While several barriers and facilitators were identified, the most prevalent themes to emerge from the content analysis were perceived benefits and management support, highlighting the central role of social exchange and normative processes in explaining employee knowledge sharing on KMS. The results of Study 1 were used in conjunction with previous research to design the subsequent quantitative studies. Study 2 examined the mediating role of perceived benefits in the management support – knowledge sharing intentions relationship. It used a cross-sectional survey design and sampled 41 employees from a large private sector organisation. Three main findings emerged. First, management support was positively related to employees’ knowledge sharing intentions. Second, perceived benefits were positively related to employees’ knowledge sharing intentions. Third, perceived individual benefits mediated the relationship between management support and knowledge sharing intentions. Study 3 examined the moderating role of perceived organisational support (POS) in the management support – knowledge sharing intentions relationship. Study 2 and 3 were both quantitative studies taken from the same organisational setting but with different user groups. In Study 2, the users directly contributed their knowledge onto the system. In Study 3 (N = 45), the users shared their knowledge through an intermediary person. Study 3 further extended Study 2 by investigating knowledge sharing behaviour (N = 27) in addition to knowledge sharing intentions. Study 3 had three key findings. First, consistent with Study 2, management support was positively related to employees’ knowledge sharing intentions. Second, POS was positively related to employees’ knowledge sharing intentions and knowledge sharing behaviour. Third, POS moderated the relationship between management support and knowledge sharing behaviour. Study 4 replicated and extended the findings of the previous studies in a different organisational setting. Two separate studies were conducted in a medium-sized public sector organisation. In Study 4a (N = 295) data were collected at a single point in time. Study 4b (N = 246) extended the previous quantitative studies by examining two forms of management support for the KMS as well as collecting self-reported behavioural data (N= 130) at a second time period. Overall, the findings of these studies provided mixed support for the predictions. First, system-related management support, organisational identification, perceived individual benefit and perceived organisational benefit were directly related to employee knowledge sharing on KMS. However, contrary to prediction, POS was not found to be directly related to employee knowledge sharing across the two studies. Second, organisational identification was found to moderate the relationship between management support and knowledge sharing in Study 4a but not 4b. Third, POS moderated the relationship between management support and knowledge sharing in Study 4b, however, no such relationship was found in Study 4a. Finally, across the two studies, both perceived individual and organisational benefit were found to uniquely mediate the relationship between management support and knowledge sharing intentions. On the basis of the findings of the research programme, several conclusions were made. First, system-related support from management is an important determinant of employee knowledge sharing on KMS. Second, employees’ perception of the benefits derived from knowledge sharing has an important influence on their contributions to KMS. Third, the extent to which employees identify with the organisation influences their decision to share knowledge on KMS. Fourth, the extent to which employees perceive support from the organisation influences their decision to share knowledge on KMS.

Capturing and sharing individual and organisational knowledge is vital for organisational functioning. Knowledge management systems (KMS) are information technology systems which enable employees to electronically capture and distribute knowledge across the organisation. Because knowledge sharing is often a discretionary behaviour requiring time and energy on behalf of employees, the success of KMS largely relies on their motivation and willingness to share. KMS implemented within organisations have been largely ineffective with failure rates of 80% documented in the knowledge management literature. There is a need for further understanding of the barriers and facilitators for employee contributions to KMS. In particular, there is a dearth of empirical research examining the role of social and organisational factors in knowledge sharing on KMS. To this end, a programme of research was developed which utilised normative and social exchange perspectives to explain employee knowledge sharing on KMS. A combination of research methodologies were employed across five field-based studies. The aim of Study 1 was to identify the determinants of knowledge sharing on KMS. In Study 1, qualitative data were collected through 16 in-depth interviews with employees from a medium-sized private sector organisation. While several barriers and facilitators were identified, the most prevalent themes to emerge from the content analysis were perceived benefits and management support, highlighting the central role of social exchange and normative processes in explaining employee knowledge sharing on KMS. The results of Study 1 were used in conjunction with previous research to design the subsequent quantitative studies. Study 2 examined the mediating role of perceived benefits in the management support – knowledge sharing intentions relationship. It used a cross-sectional survey design and sampled 41 employees from a large private sector organisation. Three main findings emerged. First, management support was positively related to employees’ knowledge sharing intentions. Second, perceived benefits were positively related to employees’ knowledge sharing intentions. Third, perceived individual benefits mediated the relationship between management support and knowledge sharing intentions. Study 3 examined the moderating role of perceived organisational support (POS) in the management support – knowledge sharing intentions relationship. Study 2 and 3 were both quantitative studies taken from the same organisational setting but with different user groups. In Study 2, the users directly contributed their knowledge onto the system. In Study 3 (N = 45), the users shared their knowledge through an intermediary person. Study 3 further extended Study 2 by investigating knowledge sharing behaviour (N = 27) in addition to knowledge sharing intentions. Study 3 had three key findings. First, consistent with Study 2, management support was positively related to employees’ knowledge sharing intentions. Second, POS was positively related to employees’ knowledge sharing intentions and knowledge sharing behaviour. Third, POS moderated the relationship between management support and knowledge sharing behaviour. Study 4 replicated and extended the findings of the previous studies in a different organisational setting. Two separate studies were conducted in a medium-sized public sector organisation. In Study 4a (N = 295) data were collected at a single point in time. Study 4b (N = 246) extended the previous quantitative studies by examining two forms of management support for the KMS as well as collecting self-reported behavioural data (N= 130) at a second time period. Overall, the findings of these studies provided mixed support for the predictions. First, system-related management support, organisational identification, perceived individual benefit and perceived organisational benefit were directly related to employee knowledge sharing on KMS. However, contrary to prediction, POS was not found to be directly related to employee knowledge sharing across the two studies. Second, organisational identification was found to moderate the relationship between management support and knowledge sharing in Study 4a but not 4b. Third, POS moderated the relationship between management support and knowledge sharing in Study 4b, however, no such relationship was found in Study 4a. Finally, across the two studies, both perceived individual and organisational benefit were found to uniquely mediate the relationship between management support and knowledge sharing intentions. On the basis of the findings of the research programme, several conclusions were made. First, system-related support from management is an important determinant of employee knowledge sharing on KMS. Second, employees’ perception of the benefits derived from knowledge sharing has an important influence on their contributions to KMS. Third, the extent to which employees identify with the organisation influences their decision to share knowledge on KMS. Fourth, the extent to which employees perceive support from the organisation influences their decision to share knowledge on KMS.

The purpose of this applied study was to examine the role of mentoring relationships in shaping employees’ views of how supportive the organization is of the employee and how engaged the employee is in their job duties. The extent to which employees perceive the organization as supportive was also examined as a mediator between mentoring functions and employee engagement. Employee engagement encompasses how much employees are absorbed with, excited by, and dedicated to their work. Previous research suggests that leaders and other high-status employees can increase employees’ perceptions of organizational support (Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Kurtessessi et al., 2017; Orpen, 1997; Park, Newman, Zhang, Wu, & Hook, 2016; Rhoades & Eisenberger, 2002). Likewise, perceived organizational support (POS) has been shown to increase employee engagement (Biswas & Bhatnagar, 2013; Gupta, Argarwal, & Khatri, 2016; Saks, 2006). However, there is little research that considers mentoring as a mechanism to increase both POS and employee engagement. Surveys including instruments measuring perceptions of mentoring functions (i.e., Academic Mentoring Behavior Scale), POS (i.e, the Scale of Perceived Organizational Support), and employee engagement (i.e., Utretch Work Engagement Scale-9) were completed by 2,326 participants across nine universities in the state of Illinois. Hierarchical regression analyses were used to assess the differences in POS and employee engagement between mentored and non-mentored individuals and to assess the impact of gender and racial/ ethnic background on perceptions of mentoring functions. Lastly, a mediation analysis with POS mediating the relationship between employee engagement and mentoring was conducted. Results showed that mentored individuals had significantly higher levels of POS and employee engagement than non-mentored individuals regardless of their job positions. However, neither gender nor racial/ethnic background significantly predicted participants’ perceptions of mentoring functions. Finally, POS partially mediated the relationship between employee engagement and mentoring. These results suggest that mentoring can increase employees' perceptions of being appreciated, noticed, and cared for by employers and this could partially explain why employees may be more inspired by, enthusiastic about, and proud of their work when involved in mentoring relationships.

M.A. (Sociology) / Much has been written about Romans' exchange theory, but even though his publication Social Behavior: Its Elementary Forms evoked much reaction and criticism, there has never been an attempt to make a systematic and integrated summary thereof. The objective of this study is to make an extensive study of Romans' view of exchange and his social exchange theory, in which he explains certain social phenomena in terms of exchange behavior. This thesis takes the form of a documentary study of Romans' exchange theory. Most of the books and articles written by various authors about Romans were consulted, with the emphasis falling on works highlighting his exchange theory. To gain perspective as to Romans' individualistic perspective of his exchange theory, a wide range of different perspectives relating to exchange theories were examined. A comprehensive and systematic exposition of Romans' biographical history, academical career and his methodological approach is given, which had a significant influence on: his sociology in general and his view of exchange in particular and can hardly be seen out of context with his exchange theory. Romans developed his propositions in the exchange perspective out of the behavioristic psychology and elementary economics and used the same propositions to explain social phenomena such as interaction and the elaboration of interaction; the group, conformity, cooperation and competition; power and authority; status and leadership; status, conformity and stratification as well as satisfaction and distributive justice in terms of exchange between at least two persons who reward or punish each others actions.

Cities and countries increasingly seek mega-events to boost tourism, update local infrastructure, and improve the international standing of the host community. Benefits are actively promoted by the organizing committees, but these large-scale events also create significant economic, environmental and social costs for the host community. Measuring resident support is necessary because their support is required to secure the rights to the event, and to provide the necessary economic and human resources needed for hosting the event. This study utilized existing data on the 1996 Atlanta Olympic Games to investigate the impact of a mega-event on the host community, and to measure resident support for the event. Social exchange theory provided the theoretical background for this dissertation. The theory states that the costs and benefits of an exchange are continually re-evaluated by the actors in the exchange relationship. The primary contribution of this study is support for the notion that social exchanges are temporal in nature; residents continually monitored the positive and negative impacts of the event on themselves and on their community. To reach this conclusion, this study utilized four data points in the year leading up to the Olympics to assess the changes in residents’ perceptions of the impacts of the event over time. These changes were evaluated in light of residents’ support for the event. A factor analysis reduced the fifteen impact statements into three factors: Benefits, Local Problems, and External Problems. Residents were segmented according to their assessment of the event impacts, resulting in three clusters: Supporters, Cynics, and Realists. Proximity to the main event location also was evaluated since this variable has had mixed results in previous resident studies. Results showed that resident perceptions varied over time, thus providing support for monitoring residents over multiple time periods. In addition, residents’ support and residents’ plans to attend the event were contributing factors in the assessment of the Benefits and Local Problems. Supporters, Cynics, and Realists demonstrated significant differences over time in their assessment of External Problems, and proximity to the event was found to be a significant factor in residents’ assessment of Local Problems. / Ph. D.

By using a conceptual framework derived from social exchange theory, this study examined the relationship between financial problems and divorce. Nationally representative data from the " Maritallnstability Over the Life Course" panel study was used to determine if financial problems reported at one interview could predict those who would divorce by the subsequent interview. A self-replicating design allowed data analyses for three separate time periods: 1980-1983 , 1983- 1988, and 1988-1992. The sample used in this study consisted of l ,620 married men and women under the age of 55. Additionally, the participants were in their first marriages. Divorce was the only dependent variable. The independent variables included eight financial problems: (a) husband's job interferes with family life, (b) husband 's job satisfaction, (c) wife's job satisfaction, (d) wife's work preference, (e) satisfaction with spouse as breadwinner, (f) satisfaction with financial situation, (g) spending money foolishly/unwisely, and (h) financial situation getting better or worse. Additionally, total number of financial problems, age at marriage, gender, income, and presence of children under age 6 were used as independent variables in the analyses. Bivariate correlation and discriminant analysis procedures were used to analyze the data. The results indicated statistically significant relationships between financial problems and divorce for all independent variables except wife's job satisfaction, gender, and income. However, none of the independent variables (singularly or in combination) explained more than 5% of the variance in divorce;·financial problems were inadequate predictors of divorce. Although the results of this investigation did not provide substantive support for the popular belief that money problems are a major cause of divorce, this research filled a gap in the divorce literature, posited a clearer definition of financial problems, and provided a more complete conceptual model of the relationships between marital problems and divorce. Finally, the unanswered questions raised by this study indicate the need for continued investigation of the impact that financial issues have on marital relationships.

Indiana University-Purdue University Indianapolis (IUPUI) / In the realm of BDSM there are a few different roles. There is a dominant, which is a person who controls a BDSM scene. There is a submissive, which is a person who gives up control to the dominant during a scene. In a BDSM scene, there must always be a person who is playing the role of a dominant and a person who is in the role of the submissive. This study looks at two different identities associated with the dominate role, lifestyle and professional. This study aims to compare and contrast the two identities on their backgrounds, how they identify themselves, and their views on tribute. Tribute is receiving either gifts or money in exchange for BDSM services. Two theories, social constructionism and exchange theory, were used to create the interview questions for this survey. For this study I interviewed four lifestyle dominatrices and three professional dominatrices. Data from six blogs, three lifestyle dominatrices’ blogs and three professional dominatrices’ blogs, were used as well. My findings suggest that in discovery of, and in BDSM play, the dominatrices are similar and that the defining difference between lifestyles and professionals is the acceptance of money. My findings also conflict a little with Viviana Zelizer’s theory that the receiver of a gift is necessarily submissive to the giver.

In this study I assessed a causal model between caregivers’ prior relationship to care-receivers, commitment to the relationship, and depression in parental and spousal caregiving, based on social exchange and commitment theory. Data (N=695) from the National Survey of Families and Households (NSFH) were used to test a path model examining the effects of relationship quality and commitment, as well as ace, gender, income, education, health, living arrangement, emotional support, and adult children's marital¥ status on depression. This study began the process of combining the social psychological concept of commitment and the gerontological caregiving literature. The expected effects of commitment on depression were not statistically significant for either spousal caregiving or parental caregiving. As for spousal caregiving, caregivers’ health and relationship quality were negatively associated with caregivers’ depression. In parental caregiving, caregivers’ education and health had negative effects on caregivers' depression. The quality of the relationship with spouse or parent was notable for explaining commitment to the relationship. The predicted positive effect of relationship quality with parent on moral commitment was contradicted by a Statistically significant finding of a negative effect. Spousal caregivers’ structural commitment to marital relationship was positively affected by the quality of the relationship with spouse. / Ph. D.

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