How to cite this paper
Jones, E. (2016). Activity systems modeling as a theoretical lens for social exchange studies.Management Science Letters , 6(1), 47-60.
Refrences
Bakhshi, A., Sharma, A., Kumar, K. (2011). Organizational commitment as a predictor of organizational citizenship behavior. European Journal of Business and Management, 3(4), 78-86.
Barrera, D. (2007). The impact of negotiated exchange on trust and trustworthiness. Social Networks, 29, 508-526. doi:10.1016/j.socnet.2007.03.004.
Blau, P. (1964). Exchange and power in social life. New York:John Wiley.
Brown, S. (1980). Political subjectivity: Applications of Q methodology in political science. New Haven:Yale University Press.
Carchedi, G. (2008). Logic and dialectics in social science, Part I: Dialectics, social phenomena, and non-equilibrium. Critical Sociology, 34(4), 495-523.
Choi, J. (2012). Context and Creativity: The theory of planned behavior as an alternative mechanism. Social Behavior & Personality: An International Journal, 40(4). 681-692.
Cropanzano, R., & Mitchell, M. (2005). Social exchangetheory: An interdisciplinaryreview. Journal of Management, 31(6). 874-900.
Daft, R. (2010). Organization theory and design (10th ed.). Mason, OH:South-Western Cengage Learning.
Deluga, R. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67, 315-326.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
Engestrom, Y. (1987). Learning by expanding: An activity theoretical approach to developmental research. Retrieved from http://lchc.ucsd.edu/mca/Paper/Engestrom/expanding/toc.htm
Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership : Development of leader-member exchange (LMX) theory of leadership over 25 years : Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
Graen, G., Liden, R., & Hoel, W. (1982). Role of Leadership in the Employee Withdrawal Process. Journal of Applied Psychology, 67(6), 868-872.
Homans, G. (1958). Social Behavior as Exchange. American Journal of Sociology, 63(6), 597-606.
Jaros, S. (2007). Meyer and Allen model of organizational commitment: Measurement issues. Icfai Journal of Organizational Behavior, 6(4), 7-25.
Jones, E. (2014). Five Steps to Navigating the Social Exchange Perspective Landscape. In Lentz, C. (Ed.), The Refractive ThinkerVol VIII: Effective Business Practices for Motivation and Communication. Albuquerque, NM:Refractive Thinker Press.
Klein, K., Dansereau, F., Hall, R. (1994). Levels Issues in Theory Development, Data Collection, and Analysis. Academy of Management Review, 19(2), 195-229.
Meyer, J., & Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.
Meyer, J., Allen, N., & Smith, C. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538-551.
Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20-52.
Molm, L. (2010). The structure of reciprocity. Social Psychology Quarterly, 73(2), 119-131.
Molm, L., Collett, J., & Schaefer, D. (2006). Conflict and fairness in social exchange. Social Forces, 84(4). 2331-2352.
Organ, D.W. (1988). Organizational citizenship behavior: The goodsoldier syndrome. Lexington, MA:Lexington.
Prenkert, F. (2006). A theory of organizing informed by activity theory: The locus of paradox, sources of change, and challenge to management. Journal of Organizational Change, 19(4). 471-490.
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.
Roth, W. (2007). Emotion at work: A contribution to third generation cultural historical activity theory. Mind, Culture, and Activity, 14(1-2), 40-63.
Scandura, T., & Graen, G. (1984). Moderating effects of initial leader-member exchange on the effects of leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
Schein, E. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.
Schriesheim, C., Castro, S., & Cogliser, C. (1999). Leader-Member Exchange (LMX) Research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10(1), 63-113.
Skarlicki, D., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3), 434-443.
Sparrowe, R., & Liden, R. (1997). Process and structure in leader-member exchange. Journal of Management Review, 22(2), 522-552.
Spinuzzi, C. (2011). Losing by Expanding: Corralling the runaway object. Journal of Business and Technical Communication, 25(4), 449-486. DOI: 10.1177/1050651911411040.
Stephenson, W. (1953). The study of behavior: Q-technique and its methodology. Chicago:University of Chicago Press.
Tekleab, A., & Chiaburu, D. (2010). Social exchange: Empirical examination of form and focus. Journal of Business Research, 64, 460-466.
Vecchio, R. (1985). Predicting employee turnover from leader-member exchange: A failure to replicate. Academy of Management Journal, 28(2), 478-485.
Wan, P. (2012). Dialectics, complexity, and the systemic approach: Toward a critical reconciliation. Philosophy of the Social Sciences, 1-42. DOI: 10.1177/0048393112441974
Wayne, S., Shore, L., & Liden, R. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.
Barrera, D. (2007). The impact of negotiated exchange on trust and trustworthiness. Social Networks, 29, 508-526. doi:10.1016/j.socnet.2007.03.004.
Blau, P. (1964). Exchange and power in social life. New York:John Wiley.
Brown, S. (1980). Political subjectivity: Applications of Q methodology in political science. New Haven:Yale University Press.
Carchedi, G. (2008). Logic and dialectics in social science, Part I: Dialectics, social phenomena, and non-equilibrium. Critical Sociology, 34(4), 495-523.
Choi, J. (2012). Context and Creativity: The theory of planned behavior as an alternative mechanism. Social Behavior & Personality: An International Journal, 40(4). 681-692.
Cropanzano, R., & Mitchell, M. (2005). Social exchangetheory: An interdisciplinaryreview. Journal of Management, 31(6). 874-900.
Daft, R. (2010). Organization theory and design (10th ed.). Mason, OH:South-Western Cengage Learning.
Deluga, R. (1994). Supervisor trust building, leader-member exchange and organizational citizenship behaviour. Journal of Occupational and Organizational Psychology, 67, 315-326.
Eisenberger, R., Armeli, S., Rexwinkel, B., Lynch, P., & Rhoades, L. (2001). Reciprocation of perceived organizational support. Journal of Applied Psychology, 86(1), 42-51.
Engestrom, Y. (1987). Learning by expanding: An activity theoretical approach to developmental research. Retrieved from http://lchc.ucsd.edu/mca/Paper/Engestrom/expanding/toc.htm
Graen, G., & Uhl-Bien, M. (1995). Relationship-based approach to leadership : Development of leader-member exchange (LMX) theory of leadership over 25 years : Applying a multi-level multi-domain perspective. Leadership Quarterly, 6(2), 219-247.
Graen, G., Liden, R., & Hoel, W. (1982). Role of Leadership in the Employee Withdrawal Process. Journal of Applied Psychology, 67(6), 868-872.
Homans, G. (1958). Social Behavior as Exchange. American Journal of Sociology, 63(6), 597-606.
Jaros, S. (2007). Meyer and Allen model of organizational commitment: Measurement issues. Icfai Journal of Organizational Behavior, 6(4), 7-25.
Jones, E. (2014). Five Steps to Navigating the Social Exchange Perspective Landscape. In Lentz, C. (Ed.), The Refractive ThinkerVol VIII: Effective Business Practices for Motivation and Communication. Albuquerque, NM:Refractive Thinker Press.
Klein, K., Dansereau, F., Hall, R. (1994). Levels Issues in Theory Development, Data Collection, and Analysis. Academy of Management Review, 19(2), 195-229.
Meyer, J., & Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.
Meyer, J., Allen, N., & Smith, C. (1993). Commitment to organizations and occupations: Extension and test of a three-component conceptualization. Journal of Applied Psychology, 78(4), 538-551.
Meyer, J., Stanley, D., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20-52.
Molm, L. (2010). The structure of reciprocity. Social Psychology Quarterly, 73(2), 119-131.
Molm, L., Collett, J., & Schaefer, D. (2006). Conflict and fairness in social exchange. Social Forces, 84(4). 2331-2352.
Organ, D.W. (1988). Organizational citizenship behavior: The goodsoldier syndrome. Lexington, MA:Lexington.
Prenkert, F. (2006). A theory of organizing informed by activity theory: The locus of paradox, sources of change, and challenge to management. Journal of Organizational Change, 19(4). 471-490.
Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5), 825-836.
Roth, W. (2007). Emotion at work: A contribution to third generation cultural historical activity theory. Mind, Culture, and Activity, 14(1-2), 40-63.
Scandura, T., & Graen, G. (1984). Moderating effects of initial leader-member exchange on the effects of leadership intervention. Journal of Applied Psychology, 69(3), 428-436.
Schein, E. (1996). Culture: The missing concept in organization studies. Administrative Science Quarterly, 41(2), 229-240.
Schriesheim, C., Castro, S., & Cogliser, C. (1999). Leader-Member Exchange (LMX) Research: A comprehensive review of theory, measurement, and data-analytic practices. Leadership Quarterly, 10(1), 63-113.
Skarlicki, D., & Folger, R. (1997). Retaliation in the workplace: The roles of distributive, procedural, and interactional justice. Journal of Applied Psychology, 82(3), 434-443.
Sparrowe, R., & Liden, R. (1997). Process and structure in leader-member exchange. Journal of Management Review, 22(2), 522-552.
Spinuzzi, C. (2011). Losing by Expanding: Corralling the runaway object. Journal of Business and Technical Communication, 25(4), 449-486. DOI: 10.1177/1050651911411040.
Stephenson, W. (1953). The study of behavior: Q-technique and its methodology. Chicago:University of Chicago Press.
Tekleab, A., & Chiaburu, D. (2010). Social exchange: Empirical examination of form and focus. Journal of Business Research, 64, 460-466.
Vecchio, R. (1985). Predicting employee turnover from leader-member exchange: A failure to replicate. Academy of Management Journal, 28(2), 478-485.
Wan, P. (2012). Dialectics, complexity, and the systemic approach: Toward a critical reconciliation. Philosophy of the Social Sciences, 1-42. DOI: 10.1177/0048393112441974
Wayne, S., Shore, L., & Liden, R. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82-111.