Summary Perceived organizational support (POS), involving employees' perception that the organization values their contributions and cares about their well‐being, has been found to be the work experience most strongly linked to their emotional bond to the organization (affective organizational commitment, or AC). We suggest that employees' perception concerning the organization's ability to achieve its goals and objectives (perceived organizational competence, or POC) may enhance this relationship by more effectively fulfilling socio‐emotional needs. We conducted three studies with employees in the United States and South Korea to assess the interactive relationship between POS and POC and their distinctive antecedents. Our hierarchical linear modeling and ordinary least squared regression results showed that POC strengthened the relationship between POS and AC and that this association carried over to extra‐role performance. Further, leader initiating structure contributed more to POC than to POS, whereas leader consideration contributed more to POS than to POC. These findings suggest POC plays an important role in moderating the relationship between POS and AC. Copyright © 2016 John Wiley & Sons, Ltd.

Summary Social support can have a range of positive outcomes for both employees and organizations. Social support can lead to higher quality relationships, positive affective reactions, and increased individual performance and can buffer the negative effects of stressful demands. The power of social support has led to exponential growth in its investigation as a construct of interest in the workplace. However, this growth has come with several issues, which are the focus of this review. First, the literature is fragmented, with multiple conceptual frameworks employed to predict how social support may function in the workplace. Second, many studies are vague when defining social support, leading to diminished conceptual clarity. Third, there is no generally accepted measure of social support, and we describe problems with the structure and/or use of several commonly used measures. Finally, findings regarding the moderating effect of social support are decidedly mixed, calling into question why this might be so. On the basis of an extensive review of social support at work research, we highlight these issues, discuss how they can impede the advancement of understanding regarding social support in organizational settings, and propose an integrative framework to guide the field forward. Finally, we identify multiple areas for future investigation.

We study the conditions under which firms can capitalize on their international human capital (IHC). Using the ability-motivation-opportunity (AMO) perspective we conceptualize IHC as ability, collaborative climate as motivation, and the firm's level of internationalization as opportunity. We test three alternative AMO models -the additive model (main effect), the combinative model (two-way interactions), and the multiplicative model (a three-way interaction). Using a cross-industry sample of South Korean firms, we find support for the multiplicative model. Specifically, the relationship between IHC enhancement practices and firm performance is significant and positive only when both collaborative climate and internationalization are high.

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