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The purpose of this paper is to investigate whether a focal employee’s perception of organizational support (POS) is shaped by the social context or, more specifically, by his/her coworkers’ POS. The authors further aim to identify the conditions under which coworkers’ POS may have more influence or, on the contrary, less or even no influence.

Data were obtained from questionnaires distributed among a sample of 195 employees and among their supervisors.

Coworkers’ levels of POS are positively related to the focal employee’s POS with positive consequences in terms of job satisfaction and, finally, organizational citizenship behaviors. This influence of coworkers’ POS is strengthened when the focal employee experiences low voice in the workplace.

Overall, this research contributes to organizational support theory by showing that POS may also develop based on a socially constructed process and not only on an individual-level psychological process.

Our findings have practical implications for HR policies employed by practitioners to socialize newcomers and to manage perceived support in a context of organizational change.

Building on a few recent studies suggesting that the social context may influence employees’ perceptions of organizational support, the present study is the first to show that the influence of the social context is more likely to occur under specific conditions, i.e. when employees experience low voice.

The purpose of this paper is to study pay referents that may have an effect on employee organizational affective commitment. It explores existing connections between distributive justice – stemming from individual, external, and internal referents – and organizational affective commitment. This enables an exploration of the effects of distributive justice (Sweeney and McFarlin, 2005).

This study uses a quantitative analysis of 198 French nonprofit employees in health and social services.

Results show that only individual distributive justice relates to organizational affective commitment and that this relationship is mediated by person-organization fit.

This study is the first to analyze pay referents in nonprofit organization. It also explains the distributive justice – organizational affective commitment in terms of person-organization fit.

The purpose of this paper is to investigate the impact of participative franchising on performance from the franchisee perspective. In particular, the paper analyses the impact of the franchisee autonomy – in human resource management and marketing decisions – affective commitment to the network and network innovativeness on the franchisee relative performance.

A survey answered by 226 franchisees in France allowed to estimate a structural equations model through partial least squares regression analysis to test the hypothesised relations between autonomy, affective commitment, innovativeness and performance.

According to the authors’ findings, franchisee’s autonomy in commercial policies, mediated by to franchisor’s ability to innovate and acknowledge innovations stemming from the franchisees, and the affective commitment to the network, emerge as strong determinants of the franchisee’s performance.

The results confirm the conclusions of other research, but extend and integrate them, providing evidence that the role of participative franchising should not be neglected.

The results obtained provide evidence about the importance of bidirectional communication instruments in the relations between franchisor and franchisee, and participation tools for the identification, recognition and support to the innovative successful practices developed by franchisees to be quickly implemented by other franchisees in the network.

This paper looks at franchisee autonomy, affective commitment and innovativeness as potential determinants of franchisee’s performance, being the latter an underexplored topic.

This paper aims to understand the challenges of managing projects in hybrid organizations. The authors explore how organizations with persistent competing institutional logics strive to balance competing priorities, and the authors craft a research agenda to examine the capabilities to manage projects in hybrid organizations.

The authors focus on the social enterprise hybrid organizational form to study how such organizations manage persistent competing social and economic logics. The authors review the project management and social enterprise literature to generate new insights and suggest future research directions for theory development for project management.

The understanding of the influences of the institutional context on the management of projects is still quite limited. The authors propose that project managers need adaptive capabilities to address how the dual logics, and their corresponding different expectations, can be flexibly combined. The objective is not to reduce the complexity due to the different logics, which is the focus of much of the literature on institutional complexity. Instead, the focus is on how to incorporate dual logics into a successfully blended hybrid organization.

There is a dearth of literature about how projects are successfully managed in hybrid organizations with persistent competing institutional logics, like social enterprises, and important questions remain to be answered. This paper offers new insights on the capabilities required to flexibly combine dual logics that would generally compete and create conflict on projects in hybrid organizations.