Editing Social exchange theory (section)

===Work settings===
A study conducted by A. Saks serves as an example to explain engagement of employees in organizations. This study uses one of the tenets of social exchange theory to explain that obligations are generated through a series of interactions between parties who are in a state of reciprocal interdependence. The research identified that when individuals receive economic and socioemotional resources from their organization, they feel obliged to respond in kind and repay the organization. This is a description of engagement as a two-way relationship between the employer and employee. One way for individuals to repay their organization is through their level of engagement. The more engaged the employee are to their work, the greater amounts of cognitive, emotional, and physical resources they will devote to perform their job duties. When the organization fails to provide economic or emotional resources, the employees are more likely to withdraw and disengage themselves from their roles.<ref>{{Cite journal|title = Antecedents and consequences of employee engagement|last = Saks|first = A.M.|date = 2006|journal = Journal of Managerial Psychology  |volume=21 |issue=7 |pages=600–19 |doi=10.1108/02683940610690169}}</ref> 

Another more recent study by M. van Houten which took place in institutions for vocational education shows how, in social exchange relationships between teachers, reciprocity and feelings of ownership, affection and interpersonal safety impact on individual professionals´ decisions on what to share with whom. Colleagues who never ´pay back´ and make actual exchange happen (that is, who consume rather than produce and share), risk being left out. The study also points out the possibility of ´negative rewards´: exchange of one's knowledge, materials or otherwise may enable someone else the misuse that what was shared and/or take credit somewhere in the team or organization. As such, interpersonal relationships and ´fair´ exchange appear important, as does some kind of mechanism for rewards and gratitude (possibly organization-wide), as these impact on individual professional discretion and the degree and success of exchange.<ref>{{Cite journal |last=van Houten |first=Maarten M. |date=2022-12-15 |title=Interpersonal issues in knowledge sharing: the impact of professional discretion in knowledge sharing and learning communities |journal=Teacher Development |volume=27 |language=en |pages=116–132 |doi=10.1080/13664530.2022.2156590 |issn=1366-4530|doi-access=free }}</ref>