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The search for the correct organizational solution for the NHS
Published in David Kernick, Helen Bevan, Complexity and Healthcare Organization, 2018
Bate and Robert23 argue that the failure of collaboratives has been their focus on data and information within a framework of rules, regulations and reporting activities rather than the development of knowledge or wisdom that occurs in communities of practice. This approach recognizes the importance of social capital and that implicit knowledge is often the primary source of the organization’s innovative potential.24 Unfortunately, the social and professional networks of trust and the norms of reciprocity that characterize the NHS have been neglected during the years of organizational change.25 This neglect will be further accelerated by a focus on a patient-centred NHS.
Social capital and men’s mental health
Published in David Conrad, Alan White, Alastair Campbell, Louis Appleby, Promoting Men’s Mental Health, 2018
Social capital-rich relationships are built on a principle of generalised reciprocity. Rather than a tit-for-tat exchange in which favours are counted and tracked, help is accessible from each party without expectation of some specific and equal return. In order to be willing to help others we need to be able to trust that norms of reciprocity will be adhered to. Trust can be divided into two types: thick trust and thin trust. Thick trust is the kind that we have in our close relationships and thin trust applies to our weaker relationships – the people that we don’t know very well – and to the wider community. Feeling safe without locking your front door is an example of thin trust. Trusting that your wife or business partner won’t run away with your life’s savings or tell your most embarrassing secrets to the neighbours are examples of thick trust.
The post-outbreak and emergency response
Published in Glenn Laverack, Health Promotion in Disease Outbreaks and Health Emergencies, 2017
A network is a structure of relationships that in turn are the building blocks of interaction and experience, mapping the connections that individuals have to one another (Pescosolido 1991) and the impact that it has on people’s lives (White 1992). Social networks offer many people the opportunity to strengthen the relationships in their lives and can be used to spread positive health behaviours because people’s perceptions of their own risk of illness may depend on the people around them (Christakis and Fowler 2007). Trust, social norms of reciprocity reside in relationships and in the social networks in which they participate. Active participation within social networks builds cohesiveness between individuals and is important to mobilise and create the resources necessary to support collective action.
Subordinate Organizational Citizenship Behavior Trajectories and Well-Being: The Mediating Roles of Perceived Supervisor Consideration and Initiating Structure
Published in Human Performance, 2023
Lindie H. Liang, Christianne T. Varty, Huiwen Lian, Douglas J. Brown, Denise Law, Jieying Chen, Rochelle Evans
According to social exchange theory, the voluntary behaviors of individuals in interdependent relationships are governed by obligations that develop in response to receiving resources or favors (Blau, 1964). The process of social exchange begins when an individual treats another positively or negatively (Cropanzano & Mitchell, 2005), engendering an obligation on the part of the recipient to respond in kind. This is known as the norm of reciprocity, which underlies the obligation to reciprocate a received behavior with a response of similar magnitude and valence (Gouldner, 1960). In other words, receiving positive treatment, such as OCBs, should give rise to an obligation to respond in a similarly positive way. Importantly, the particular nature of that response is unspecified and unlikely to be identical or equal to the initial behaviors (Gouldner, 1960). Instead, the types of resources people can exchange are varied (Foa & Foa, 1980) and may be valued differently by givers and receivers (Flynn, 2003). Thus, to the extent that changes in OCBs are noticeable, social exchange theory predicts that supervisors should respond to those changes. However, the specific nature of that response may vary because more than one kind of behavior may be considered appropriate by supervisors.
Is it reciprocating or self-serving?: Understanding coping strategies for postpartum depression in an online community for Korean mothers
Published in Health Care for Women International, 2022
Hyang-Sook Kim, Mun-Young Chung, Eun Soo Rhee, Youjeong Kim
Scholars have examined the promising role of online communities in promoting healthy motherhood, not only by providing helpful information but also by channeling encouragement to stay positive (Guerra-Reyes et al., 2016; Teaford et al., 2019). Online communities for mothers appear to be particularly beneficial given the strong sense of group solidarity they establish and maintain. Companionship and perceived camaraderie play critical roles in sustaining these online communities (Mulcaty et al., 2015). The bonding they facilitate is linked to a particular feature of online communities—reciprocity, which is a moral belief that drives one person to return a favor to another who offered an original favor during a social interaction (Gouldner, 1960). The norm of reciprocity facilitates the voluntary exchange of social support in an online community with a strong foundation (Pan et al., 2017).
Commitment Profiles: An Analysis of the Portuguese Navy Officers
Published in Military Behavioral Health, 2022
Paulo Jorge Fragoso, Maria José Chambel, Filipa Castanheira
Meyer and Allen’s model (Meyer & Allen, 1991, Meyer & Herscovitch, 2001) identifies three dimensions of OC: affective commitment (AC), which refers to employees’ desire to remain in a given organization since they are able to recognize its framework of values and model of conduct that foster the development of a strong sense of identification, the sharing of profits and high emotional engagement; continuance commitment (CC), which is related to employees’ interest and need to remain in an organization as they perceive that the costs or losses (e.g., status, profits) associated with a potential intention to leave the organization could be high; and lastly normative (NC), which reflects employees’ sense of duty to remain in the organization as they consider that this is the morally correct action. Hence, the set of experiences manifested between employees and their organization (i.e., through the norm of reciprocity) (Gouldner, 1960) creates a sense of obligation in them and a need to requite, thus leading to employees remaining loyal to the organization.