This study investigates emotional display rules for seven basic emotions. The main goal was to compare emotional display rules of Canadians, US Americans, and Japanese across as well as within cultures regarding the specific emotion, the type of interaction partner, and gender. A total of 835 university students participated in the study. The results indicate that Japanese display rules permit the expression of powerful (anger, contempt, and disgust) significantly less than those of the two North American samples. Japanese also think that they should express positive emotions (happiness, surprise) significantly less than the Canadian sample. Furthermore, Japanese varied the display rules for different interaction partners more than the two North American samples did only for powerful emotions. Gender differences were similar across all three cultural groups. Men expressed powerful emotions more than women and women expressed powerless emotions (sadness, fear) and happiness more than men. Depending on the type of emotion and interaction partner some shared display rules occurred across culture and gender. The implications of these findings are discussed in relation to cultural dimensions and other cultural characteristics.

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Purpose -The purpose of this paper is to compare and contrast the roles of culture and job satisfaction as antecedents to organizational commitment in both a Western context (the US) and in India. Design/methodology/approach -Responses come from a questionnaire distributed to engineers in India. Construct equivalence of measures is established, while hierarchical regression analysis is used to assess the extent to which each hypothesized antecedent is related to affective, continuance, and normative commitment. Responses from each national context are compared and contrasted. Findings -Job satisfaction is found to relate to affective commitment in both the Indian and American samples. Moderate support is found for the hypothesized effect of collectivism on normative commitment in both samples, while the hypothesized antecedents to continuance commitment are not found in any sample. Different patterns of relationships emerge in the US and India.Research limitations/implications -The results provide further cautionary evidence against uncritically applying organizational theories developed in a Western context to developing nations such as India. The sample in this research is restricted to engineers, future research should examine other occupations/professions as well as determining the applicability of these results to different levels in the organization. Originality/value -This research examines theoretically suggested antecedents to organizational commitment, explicitly testing these relationships in two cultural contexts. The results presented in this paper suggest that context must be taken into account when developing organizational theories. Further, the results suggest specific activities that can be useful in the Indian context to increase both normative and affective commitment.

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The moderating role of decision latitude on the relationship between work–family conflict and psychological strain was examined across five countries. It was hypothesised that decision latitude would moderate the relationship more strongly in the individualistic countries (the United States and Canada) than in the collectivistic countries (India, Indonesia, and South Korea). The results supported the hypotheses of this five‐country‐based cross‐national investigation. The implications of the findings for theory and practice in the area of international and cross‐cultural research on work and family conflicts in the organisational context are discussed.