Social Exchange at Work: Impact on Employees' Emotional, Intentional, and Behavioral Outcomes under Continuous Change

Abstract

Under continuous change, organizations often find themselves struggling with negative employee reactions such as stress, cynicism, and turnover. Social exchanges such as leader member exchange (LMX) and team member exchange (TMX) may play an important role in managing such change-related outcomes. The purpose of this paper is to develop a dependency model pertaining to the role of LMX and TMX in employee reactions to continuous change. Integrating human resources, organizational behavior, and change literatures, I develop a socio-centric mediation model of employees' emotional, intentional, and behavioral reactions to continuous change. Implications of the model for research and practice are discussed.