Job embeddedness (JE) research has considered the web of connections that attach an individual to their work organization. Empirical evidence suggests that high JE is related to reduced turnover and improved individual task performance. Scholars have also suggested the potential for negative implications of JE when the web of connections serves to trap the individual in the organization. This study explores the boundary conditions that may add light to this potential dark side of JE by considering how variance in individual attitude, personality, and exchange relationships may moderate the relationship between JE and both performance and counterproductive behavior. Moderated hierarchical regression results from the current study suggest that under certain exchange conditions and for those with certain personality traits, job embeddedness may result in undesirable outcomes relative to counterproductive behavior and contextual performance. Findings also suggest the importance of commitment in accessing the effects of job embeddedness. In all, this study speaks to the negative side of job embeddedness and provides support for its potential to produce adverse consequences for organizations.
","abstract_html":"<p>Job embeddedness (JE) research has considered the web of connections that attach an individual to their work organization. Empirical evidence suggests that high JE is related to reduced turnover and improved individual task performance. Scholars have also suggested the potential for negative implications of JE when the web of connections serves to trap the individual in the organization. This study explores the boundary conditions that may add light to this potential dark side of JE by considering how variance in individual attitude, personality, and exchange relationships may moderate the relationship between JE and both performance and counterproductive behavior. Moderated hierarchical regression results from the current study suggest that under certain exchange conditions and for those with certain personality traits, job embeddedness may result in undesirable outcomes relative to counterproductive behavior and contextual performance. Findings also suggest the importance of commitment in accessing the effects of job embeddedness. In all, this study speaks to the negative side of job embeddedness and provides support for its potential to produce adverse consequences for organizations.</p>","abstract_has_math":false,"creators":["Greene, Juanne V."],"institution":null,"degree_name":"Doctor of Business Administration (DBA)","degree_level":"Dissertation","degree_discipline":"Management","degree_department":null,"school":null,"contributors":["Dr. Neal Mero","Dr. Steve Werner","Dr. Amy Henley"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2012,"date_issued":"2012-04-01T07:00:00Z","date_published":"2012-04-01T07:00:00Z","updated_at":"2026-07-24T02:42:45Z","subjects":["job embeddedness","personality","downsides","job performance","Business Administration, Management, and Operations"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://digitalcommons.kennesaw.edu/etd/504","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Dr. Neal Mero","Dr. Steve Werner","Dr. Amy Henley"]},{"key":"dc:creator","label":"Author","values":["Greene, Juanne V."]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.available","label":"Dc Date Available","values":["2012-05-03T07:00:00Z"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Management"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Doctor of Business Administration (DBA)"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["job embeddedness","personality","downsides","job performance","Business Administration, Management, and Operations"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://digitalcommons.kennesaw.edu/etd/504"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Job embeddedness (JE) research has considered the web of connections that attach an individual to their work organization. Empirical evidence suggests that high JE is related to reduced turnover and improved individual task performance. Scholars have also suggested the potential for negative implications of JE when the web of connections serves to trap the individual in the organization. This study explores the boundary conditions that may add light to this potential dark side of JE by considering how variance in individual attitude, personality, and exchange relationships may moderate the relationship between JE and both performance and counterproductive behavior. Moderated hierarchical regression results from the current study suggest that under certain exchange conditions and for those with certain personality traits, job embeddedness may result in undesirable outcomes relative to counterproductive behavior and contextual performance. Findings also suggest the importance of commitment in accessing the effects of job embeddedness. In all, this study speaks to the negative side of job embeddedness and provides support for its potential to produce adverse consequences for organizations.
"]},{"key":"dc:title","label":"Title","values":["Job Embeddedness: Do the Interaction Effects of Attitude, Personality, and Exchange Relationships Detract from Performance?"]}]}],"canonical_facts":{"dc:contributor":["Dr. Neal Mero","Dr. Steve Werner","Dr. Amy Henley"],"dc:creator":["Greene, Juanne V."],"dc:date.available":["2012-05-03T07:00:00Z"],"dc:description.abstract":["Job embeddedness (JE) research has considered the web of connections that attach an individual to their work organization. Empirical evidence suggests that high JE is related to reduced turnover and improved individual task performance. Scholars have also suggested the potential for negative implications of JE when the web of connections serves to trap the individual in the organization. This study explores the boundary conditions that may add light to this potential dark side of JE by considering how variance in individual attitude, personality, and exchange relationships may moderate the relationship between JE and both performance and counterproductive behavior. Moderated hierarchical regression results from the current study suggest that under certain exchange conditions and for those with certain personality traits, job embeddedness may result in undesirable outcomes relative to counterproductive behavior and contextual performance. Findings also suggest the importance of commitment in accessing the effects of job embeddedness. In all, this study speaks to the negative side of job embeddedness and provides support for its potential to produce adverse consequences for organizations.
"],"dc:identifier":["https://digitalcommons.kennesaw.edu/etd/504"],"dc:subject":["job embeddedness","personality","downsides","job performance","Business Administration, Management, and Operations"],"dc:title":["Job Embeddedness: Do the Interaction Effects of Attitude, Personality, and Exchange Relationships Detract from Performance?"],"thesis:degree_discipline":["Management"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Doctor of Business Administration (DBA)"]},"updated_at":"2026-07-24T02:42:45Z"}