AN EMPIRICAL STUDY OF TEAM PERFORMANCE IN INDONESIA’s MULTINATIONAL FMCG COMPANY: MODERATING AND MEDIATING EFFECTS
DOI:
https://doi.org/10.33736/ijbs.9547.2025Keywords:
Leader-Member Exchange Social Comparison, Relative Perceived Organizational Support, Hubristic Pride, Willingness to Support, Team PerformanceAbstract
This research examines how Leader-Member Exchange Social Comparison (LMXSC) and Relative Perceived Organizational Support (RPOS) affect team performance. It also examines how hubristic pride plays a role in this process, with willingness to support the organization influencing team performance. In particular, this study used social comparison to bring together the theories of LMXSC and RPOS. It measured variables from previous studies, such as arrogance and willingness to support both social comparison applications. Therefore, this should provide new insight into the managerial applications of both theories when combined. This study used a cross-sectional method with 200 respondents from a multinational FMCG. The data was analyzed using structured equation modeling of partial least squares (SEM-PLS) and SmartPLS 4.0 software for data processing tools. The results showed that hubristic pride only moderates the positive impact of LMXSC on team performance and willingness to support. This study also found that RPOS positively impacts willingness to support and team performance only without hubristic pride. The results from this study indicate that LMXSC and RPOS relate to each other, significantly influencing individual and organizational settings, respectively. This research offers new evidence for the social comparison theory and highlights the importance of considering social and psychological factors in managing employees.
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