Do supervisor and colleague affect nonprofit organization employee’s social alliance attitude? The moderating role of employee participation

Authors: Chi-Shiun Lai; Thi Thuy Van Pham; Duc Tam Nguyen; Guan-Lun Chen

Journal: Corporate Management Review. Dec. 2024, 44(2): 81-123

Keywords: Non-profit organization, social alliance, organization identification, employee participation, cross-organizational attitudes

Abstract:
Nonprofit employees play an important role in the success of social alliances. This study conducted a questionnaire survey to explore the impact of social alliances on nonprofit employees. This study uses a sample of non-profit organization employees in Taiwan and adopts partial least squares structural equation modeling (PLS-SEM) for overall model analysis. The results reveal that the business altruistic motive, supervisor’s social alliance attitude, and colleague’s social alliance attitude positively influence the employee’s social alliance attitude, of which the supervisor has the most significant influence. Second, the employee’s social alliance attitude positively affects the employee’s organization identification and the employee's attitude toward partner. Finally, employee participation will moderate the relationships among supervisor’s, colleague’s, and employee’s social alliance attitude. When employee participation is higher, employee’s social alliance attitude is less influenced by the attitude of supervisors and colleagues because employees are well aware of social alliance. This study puts forward theoretical and managerial implications for the research results, and provides a reference for the operation and management of social alliance.