The dual processes of embeddedness and networking as mechanisms linking extraversion and withdrawal

Abstract

Although certain aspects of extraversion have been linked to employee turnover (e.g., sociability and ambition), research has found that the overall effect of the global trait is negligible. Based on socioanalytic theory that describes workplace motivation in terms of cooperation and competition, the current study investigated how extraversion may manifest as organizational embeddedness (“getting along”) and external networking behavior (“getting ahead”) that in turn lead to changes in turnover. In Study 1, a cross-sectional design using a South Korean sample (N = 286), extraversion was linked to higher embeddedness that in turn led to lower turnover intentions, as well as an increase in external networking behavior that was associated with higher turnover intentions. Study 2 confirmed these results using a two-time wave of US employee sample (N = 360) and voluntary turnover as the outcome.