Breach and willingness to support the organization

Irene Tsachouridi and Irene Nikandrou

Management Research Review, 2016, vol. 39, issue 10, 1336-1351

Abstract: Purpose - This study aims to integrate the attribution theory into the traditional social exchange view of the breach-outcome relationship. Perceived disinterested support (PDS), perceived organizational support (POS) and job satisfaction are included as serial mediators of the relationship between breach and willingness to support the organization. Design/methodology/approach - Data were collected through a field study in which 579 employees took part. Findings - The results indicated partial mediation of the examined relationship. More specifically, POS and PDS (through POS) were found to mediate the breach-willingness to support the organization relationship. Job satisfaction contributed weakly to the explanation of the examined relationship. Research limitations/implications - The cross-sectional nature of the study limits the ability to claim causality. Practical implications - Managers should be aware of how employees interpret breach in terms of organizational motives. Interpreting breach as a lack of disinterest on the part of the organization can spark social exchange processes leading to lower willingness to support the organization. Originality/value - The study makes a unique contribution to the literature by being the first to examine PDS as a mediator of the breach-outcome relationship.

Keywords: Perceived organizational support; Job satisfaction; Attribution theory; Perceived disinterested support; Psychological contract breach; Willingness to support (search for similar items in EconPapers)
Date: 2016
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:v:39:y:2016:i:10:p:1336-1351

DOI: 10.1108/MRR-06-2015-0148

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