Antecedents of organizational and community embeddedness: The roles of support,psychological safety,and need to belong |
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| Authors: | Barjinder Singh Margaret A Shaffer TT Selvarajan |
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| Institution: | 1. Martha & Spencer Love School of Business, Elon University, Elon, North Carolina, U.S.A.;2. Michael F. Price College of Business, University of Oklahoma, Norman, Oklahoma, U.S.A.;3. College of Business and Economics, California State University, East Bay, Hayward, California, U.S.A. |
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| Abstract: | 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. |
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| Keywords: | organizational and community embeddedness psychological safety social support |
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