65 research outputs found
Too attached to speak up? It depends: How supervisorāsubordinate guanxi and perceived job control influence upward constructive voice
In general, reciprocal supervisorāsubordinate relationships (high leaderāmember exchange relationships) provide a supportive context for employees to speak up. In China however, supervisorāsubordinate relationships or guanxi are characterized by affective characteristics and hierarchical characteristics which may respectively facilitate and inhibit employee voice. We draw on Guanxi Theory to develop a model of differential effects of two dimensions of supervisorāsubordinate guanxi (affective attachment to the supervisor and deference to the supervisor) on voice. Results of a multi-source, lagged field study demonstrated that the affective attachment to the supervisor dimension of guanxi facilitated and the deference to supervisor dimension of guanxi inhibited voice, when employees experienced low job control. We discuss ways these findings extend our understanding of the nature of supervisorāsubordinate relationships, guanxi, and their impact on voice
Summary
Work status and organizational citizenship behavior: a Ā®eld study of restaurant employee
Will a Good Citizen Actively Support Organizational Change? Investigation of Psychological Processes Underlying Active Change Support
The present study investigated motivational factors of employees
active change support (ACS). It also investigated good citizens response
to the change by highlighting convergence and divergence of
motivational factors between ACS and traditional extra-role behavior.
The findings based on 166 staff responses and 346 supervisor
assessments in a hospital that recently implemented a sharedgovernance
structure suggest that active change support is a result of
an active thinking process that involves perception of potential benefit
from change but not necessarily the consequence of conventional
predictors of extra-role behaviors (i.e., positive attitudes). The findings
also suggest that good citizens are not necessarily the supporters of
organizational change and that in actuality they confront motivational
dilemma especially when they hold high quality relationship with their
employer because they are reluctant to challenge the status quo
A bi-factor theory of the four-factor model of cultural intelligence : meta-analysis and theoretical extensions
Today's pervasiveness of intercultural interactions has spawned scholarly interest in cultural intelligence (CQ) ā the capability to function effectively across cultures. Applying meta-analytic techniques, we harness the recent explosion of research on the four-factor model of CQ to address three fundamental, yet unresolved theoretical issues. First, we explicate the benefits of conceptualizing and modeling CQ as a bi-factor model where each factor provides both unique and holistic information. Results shed light on Gelfand's puzzle of whether to facet or not and clearly show the value of the four factors. Second, we advance and test a theoretical model delineating differential relationships between the four CQ factors and three forms of intercultural effectiveness. Findings, based on 199 independent samples (N = 44,155), underscore the value of a nuanced, theoretical model of CQ with differential effects of the four factors. Finally, going beyond prior research, we also address mediated and moderated relationships and expand our understanding of the CQ nomological network. We discuss the implications of these findings for theorizing about the CQ factors and suggest directions for future research.Accepted versio
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