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Studies oi cooperation are abundant in the social sciences, but organizational researchers are calling for integrating the numerous conceptions oi cooperation and meeting the new challenges of cultural difierences. In this article we develop a culturally contingent model of cooperation. We difierentiate various mechanisms from cooperative behaviors and theorize about how culture afiects behavioral cooperation through mechanism selection or modification. Delineating cultural effects, we derive patterned ditferences in the instrumental and expressive motives oi individualists and collectivists and propose six culturally contrasting cooperation mechanisms. Finally, we discuss directions ior future research and consider implications for practice. We thank Michael Bond, Chris Earley, Harry Hui, and John Wagner ior their comments on earlier versions oi this article.

We attempt to provide a definition and a typology of indigenous research on Chinese management as well as outline the general methodological approaches for this type of research. We also present an integrative summary of the four articles included in this special issue and show how they illustrate our definition and typology of indigenous research on Chinese management, as well as the various methodological approaches we advocate. Further, we introduce a commentary on the four articles from the perspective of engaged scholarship, and also three additional articles included in this issue. Finally, we conclude with our suggestions for future indigenous research.

Guanxi, Favor exchanges, Negative externality, Individualism relationalism and collectivism, Organizational social capital, Universalism–particularism, Social dilemma,