Job satisfaction, distributive justice, perceived absence legitimacy and the role of turnover intentions: an exploratory study in Ghana

Social dilemma for 30 years: Progress, framework, and future based on CiteSpace analysis

Social dilemmas have been a popular research topic in the past 30 years, yet there is still a lack of interdisciplinary reviews. This study represents the first attempt to conduct a bibliometric analysis of social dilemma research over the past 30 years, aiming to identify the research status, research hotspots, and future trends in this domain. We conduct an interdisciplinary analysis of 3630 articles from 1993 to 2023 using CiteSpace software. We find that: (1) this research domain exhibits a fluctuating upward trend and possesses evident interdisciplinary characteristics. (2) Collaboration among authors, institutional and regional, is much more prevalent, especially in the evolutionary dynamics of human behavior, cooperation, and reinforcement learning. (3) The current hot trend in this field of research is to investigate the influencing factors and solutions for social dilemmas. Researchers have shown great interest in value orientation, social norms, fairness, punishment, and rewards in promoting cooperation. (4) In the future, this field will cover different disciplines, develop theoretical frameworks grounded in bounded rationality, explore the boundary conditions of effective strategies, and integrate emerging technologies. This study serves as a valuable reference for scholars seeking to navigate social dilemma research while also providing insights for managers aiming to devise practical solutions to social dilemmas.

How social interaction can prevent interpersonal conflict from inducing turnover intentions and diminishing championing behaviour

Purpose

The purpose of this study is to draw from conservation of resources theory to examine how employees’ experience of resource-draining interpersonal conflict might diminish the likelihood that they engage in championing behaviour. Its specific focus is on the mediating effect of their motivation to leave the organization and the moderating effect of their peer-oriented social interaction in this connection.

Design/methodology/approach

The research hypotheses are empirically assessed with quantitative survey data gathered from 632 employees who work in a large Mexican-based pharmacy chain. The statistical analyses involved an application of the Process macro, which enabled concurrent estimations of the direct, mediating and moderating effects predicted by the proposed conceptual framework.

Findings

Emotion-based tensions in co-worker relationships decrease employees’ propensity to mobilize support for innovative ideas, because employees make plans to abandon their jobs. This mediating role of turnover intentions is mitigated when employees maintain close social relationships with their co-workers.

Practical implications

For organizational practitioners, this study identifies a core explanation (i.e. employees want to quit the company) for why frustrations with emotion-based quarrels can lead to a reluctance to promote novel ideas – ideas that otherwise could add to organizational effectiveness. It also highlights how this harmful process can be avoided if employees maintain good, informal relationships with their colleagues.

Originality/value

For organizational scholars, this study explicates why and when employees’ experience of interpersonal conflict translates into complacent work behaviours, in the form of tarnished idea championing. It also identifies informal peer relationships as critical contingency factors that disrupt this negative dynamic.

How and when does centralization affect the likelihood of passive leadership?

Purpose

This study empirically investigates the impact of organizational structure (specifically centralization) on the occurrence of the passive leadership. The authors also examine the mediating role of autonomy frustrations and the moderating effect of turnover intentions in these relationships.

Design/methodology/approach

Using structural equation modelling as well as PROCESS macro (version 3.5), the research model is analysed based on a sample of 133 employee–supervisor dyads in various public sector organizations in Dubai.

Findings

Contrary to the study hypothesis and assumption, the results demonstrate that centralization has no significant direct effect on the occurrence of passive leadership; however, this effect found to be significant only via the mediating of autonomy frustrations (fully mediator). This influence is strengthening when a supervisor has the intentions to leave his/her organizations.

Originality/value

These findings point on how and why centralization can lead to occurrence of passive leadership.