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NTU Management Review Vol. 33 No. 2 Aug. 2023

2019). In sum, high-quality relational networks within teams enhance intention to engage
in innovative behavior through value congruence among members. Therefore, we propose
the following hypothesis:
Hypothesis 3: Value congruence mediates the positive relationships between TMX and
innovation intention.

2.5 TMX → Felt Obligation → Innovation Intention

In addition to converging team members’ beliefs and values, TMX is also a major
source of perceived obligation (Anand, Vidyarthi, Liden, and Rousseau, 2010). In keeping
with the concept of leader-member exchange, TMX is encouraged in an autonomous
work setting. In such a setting, an employee’s perception of the obligation among peers is
maximized, along with opinions, and assistance intended to support peers while receiving
information, feedback, and recognition in return (Seers et al., 1995; Ter Wal et al., 2023;
Zhang and Venkatesh, 2017). Employees with high quality exchange relationships view

assistance among members as a natural form of reciprocity. It is worth noting that such
obligations can be reciprocated at one’s discretion without any formal enforcement
(Anand et al., 2010). This perception can also be seen as a moral norm of reciprocity,
which is driven by TMX (Liang et al., 2012). Specifically, employees who obtain referent
information and support in completing a task are likely to feel obligated to those who
granted assistance. For example, Farh, Lanaj, and Ilies (2017) suggest that high TMX
quality may induce employee reciprocal obligations based on a sense of indebtedness
toward their partners.
Employees’ perception of high-quality relationship exchange in the workplace

positively relates to their willingness to act in ways that benefit others (Anand et al.,
2010). From job characteristics theory, an individual who perceives more obligation
toward the work role experiences and more intrinsic motivation toward team goals has
more job satisfaction, and pays more attention to team work quality (Fuller et al., 2006).
Furthermore, Liang et al. (2012) find that team members feel higher levels of obligation to
emphasize team benefits and engage in responsible behaviors. Previous research provides
evidence that organizational perceived support, stemming from members, leaders, or

teams, can elicit an individual’s felt obligation to invest effort toward team objectives and
benefits, engaging in in-role and extra-role behaviors (Eisenberger et al., 2001). Farh et
al. (2017) find that higher TMX relationships can stimulate member feelings of obligation
toward enhancing individual performance. In sum, we propose the following hypothesis:

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