Research co-authored by Barjinder Singh, assistant professor of management, examines the relationship between support and embeddedness.
Barjinder Singh, assistant professor of management, co-authored the article titled “Antecedents of organizational and community embeddedness: The roles of support, psychological safety, and need to belong” that appears in the Journal of Organizational Behavior.
Singh and co-authors Margaret A. Shaffer, Michael F. Price Chair of International Business and professor of management at the University of Oklahoma-Norman, and T.T. Selvarajan, associate professor of management at California State University-East Bay, studied the influence of contextual social support resources on both organizational and community forms of embeddedness. The authors define embeddedness as a psychological construct that influences individuals to stay.
The research highlights the important role of instrumental and personal resources in the embeddedness of employees within organizations and communities. The authors conclude the social support that individuals receive from their organizations and communities cultivates psychological safety. This in turn helps individuals become embedded within their organizational and community domains.
The article’s summary reads:
“Defining embeddedness as a psychological construct that influences individuals to stay, we draw on conservation of resources theory to develop and test a model of the influence of contextual social support resources on both organizational and community forms of embeddedness. In addition to the direct relationship between support and embeddedness, we also assess the mediating influence of organizational and community psychological safety and the moderating impact of need to belong. Using a multisource sample of employees and coworkers (N = 165), we found support for most of the hypotheses. Social support resources emanating from the organization and the community were positively associated with embeddedness in each domain, and psychological safety mediated these relationships. We also found that need to belong was an important boundary condition in the determination of organizational embeddedness. We discuss the theoretical contributions and practical implications of our findings.”
The Journal of Organizational Behavior aims to publish empirical reports and theoretical reviews of research in the field of organizational behavior, wherever in the world that work is conducted. The journal focuses on research and theory in all topics associated with organizational behavior within and across individual, group and organizational levels of analysis.