Organizations form different degrees of social and economic
exchange relationships with their employees. In this study, we unpack employee
responses to organizational-level mechanisms of executive leadership style,
organizational culture, and employment approaches by examining the mediating role
of employees' perceptions of social and economic exchange relationships. The
results of hierarchical linear modeling analyses show that social exchanges
partially mediate the influence of the CEO's transformational leadership, an
integrative organizational culture, and the mutual investment employment approach
on affective commitment and task performance but not on organizational citizenship
behavior. Economic exchanges partially mediate the influence of a hierarchical
culture on all three employee outcomes and mediate the influence of the quasi-spot
contract employment approach on commitment and organizational citizenship behavior
but not on task performance. These results suggest the need for further
understanding of the role of social and economic exchanges in organizational
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