While there is a great deal of literature on the employee-organization
relationship, we argue for a number of needed developments. The status of EOR
theory is first discussed, and the assumptions associated with popular frameworks,
including who is party to the relationship, the norm of reciprocity as a functioning
rule, and the value of the resources exchanged. Next, areas of underdevelopment in
the EOR literature are presented with a spotlight on specification of agents, what is
being predicted, placing the EOR in context, and micro- and macro-levels of the EOR.
The final section of the article provides recommendations for future research on the
EOR, focusing on methods, relevance, diversity, managerial implications, and While there is a great deal of literature on the employee-organization
relationship, we argue for a number of needed developments. The status of EOR
theory is first discussed, and the assumptions associated with popular frameworks,
including who is party to the relationship, the norm of reciprocity as a functioning
rule, and the value of the resources exchanged. Next, areas of underdevelopment in
the EOR literature are presented with a spotlight on specification of agents, what is
being predicted, placing the EOR in context, and micro- and macro-levels of the EOR.
The final section of the article provides recommendations for future research on the
EOR, focusing on methods, relevance, diversity, managerial implications, and While there is a great deal of literature on the employee-organization
relationship, we argue for a number of needed developments. The status of EOR
theory is first discussed, and the assumptions associated with popular frameworks,
including who is party to the relationship, the norm of reciprocity as a functioning
rule, and the value of the resources exchanged. Next, areas of underdevelopment in
the EOR literature are presented with a spotlight on specification of agents, what is
being predicted, placing the EOR in context, and micro- and macro-levels of the EOR.
The final section of the article provides recommendations for future research on the
EOR, focusing on methods, relevance, diversity, managerial implications, and employee implications