Dissertations, Theses and Capstone Projects

Date of Award

Spring 2012

Degree Type


Degree Name

Doctor of Business Administration (DBA)



First Advisor

Dr. Neal Mero

Second Advisor

Dr. Steve Werner

Third Advisor

Dr. Amy Henley


Job embeddedness (JE) research has considered the web of connections that attach an individual to their work organization. Empirical evidence suggests that high JE is related to reduced turnover and improved individual task performance. Scholars have also suggested the potential for negative implications of JE when the web of connections serves to trap the individual in the organization. This study explores the boundary conditions that may add light to this potential dark side of JE by considering how variance in individual attitude, personality, and exchange relationships may moderate the relationship between JE and both performance and counterproductive behavior. Moderated hierarchical regression results from the current study suggest that under certain exchange conditions and for those with certain personality traits, job embeddedness may result in undesirable outcomes relative to counterproductive behavior and contextual performance. Findings also suggest the importance of commitment in accessing the effects of job embeddedness. In all, this study speaks to the negative side of job embeddedness and provides support for its potential to produce adverse consequences for organizations.