Abstract Based on social network theory, work adjustment theory, and the investment model, the study conducted regression testing and response surface analysis on paired data of leader-subordinate from multi-source and multi-time to explore the effects of organizational embeddedness, occupational embeddedness, and their congruence on task performance. The findings reveal that: both organizational embeddedness and occupational embeddedness exhibit an inverted U-shaped curve relationship with task performance; when there is congruence between organizational and occupational embeddedness, employees demonstrate higher performance in the “high-high” condition compared to the “low-low” condition; in the case of incongruence, the “high-low” combination of occupational and organizational embeddedness leads to better performance than the “low-high” combination.
CHEN Aobo,YANG Chunjiang,CHEN Yashuo. The Impact of Multi-Field Embeddedness and Its Congruence on Employee Performance[J]. Chinese Journal of Management, 2025, 22(4): 669-.
