This study presents and tests a framework that links leader—member exchange (LMX) with two different forms of employee–organization exchange: organizational social exchange and organizational economic exchange. We propose that these two forms of employee exchange with the organization would be the main mechanisms through which LMX affects employees’ affective commitment and intention to leave. We used structural equation modelling to analyze the data collected from 239 employees in a foreign-invested enterprise in China. Results showed that both organizational social exchange and organizational economic exchange acted as full mediators in the relationships between LMX and the two outcome variables but in different directions. Theoretical and practical implications are discussed.

We develop a three-dimensional concept of supervisor-subordinate guanxi. This concept includes affective attachment, personal-life inclusion, and deference to supervisor. Based on this concept, we conducted three studies to develop and validate a three-dimensional supervisor-subordinate guanxi measure and to examine its relationship with related constructs, such as leader-member exchange. Results from Study 1 and Study 2 provide evidence of convergent and discriminant validity of the scale, while Study 3 demonstrates the scale's incremental validity and replicates results from Study 2. Furthermore, in Study 3, we found that the three dimensions of supervisor-subordinate guanxi had different significant effects on commitment, turnover intention, and procedural justice, providing further evidence of criterion-related validity. Overall, these empirical results provide support for our three-dimensional model of supervisor-subordinate guanxi.