Doing Better Research on Organizational Behaviour in Chinese Cultural Settings: Suggestions from the Notebooks of Two Fellow-Travellers

Bond, Michael Harris; Muethel, Miriam

doi:10.1111/j.1740-8784.2011.00237.x

Cited by 8 publications

(5 citation statements)

References 73 publications

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“…Psychological contract and contract breach may be different in Chinese companies (see, e.g., De Jong, Schalk, & De Cuyper, ; Shih & Chen, ) than in Western countries because the Chinese economy is in a period of rapid development, Chinese employment laws are poorly executed, and Chinese approaches to management are still immature. Our contextualized study extends the research of behavioural sources of abusive supervision, considering the importance of traditional Chinese culture on organizational behaviour research in China (Bond & Muethel, ; Pan, Rowney, & Peterson, ). Hence, cultural roots may be behind the reactions of aggrieved supervisors in terms of abusive behaviour toward subordinates.…”

Section: Discussionmentioning

confidence: 96%

Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification

Wei

2013

Manag. Organ. Rev.

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Previous research has indicated that abusive supervision negatively influences various organizational outcomes. However, the antecedents and psychological mechanisms of abusive supervision are not well understood, especially in the Chinese context. In this study, we propose and test a mediated moderation model to explore the interactive effect of psychological contract breach and negative reciprocity belief on abusive supervision, and the mediating effect of organizational identification. Using a sample of 268 dyads of employees and their immediate supervisors (N = 536) from six companies and two industries in China, we find that when supervisors experience breaches in psychological contract they are likely to increase abusive behaviours toward subordinates, and that the positive association is stronger the more the supervisor holds negative reciprocity beliefs. Moreover, the results indicate that organizational identification mediates the joint effect of psychological contract breach and negative reciprocity belief on abusive supervision. Theoretical and practical implications, limitations, and future research directions are discussed.

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Section: Discussionmentioning

confidence: 96%

Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification

Wei

2013

Manag. Organ. Rev.

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“…Schwartz’s (2013) positive agenda is reconciling the use of aggregated value scores with the high within-country variance in individual ratings. Schwartz’s model of country-level value orientations is one of the most influential rubrics in cross-cultural psychology, and it stands to become more influential as the field shifts from using country scores in limited ecological correlations to richer multilevel models (Bond & Muethel, 2012). In the process of rationalizing aggregated scores as latent attributes of societies, Schwartz narrows some of the definitions and assumptions in his framework of culture as country-level values.…”

Section: Probing the Proposalmentioning

confidence: 99%

Values as the Essence of Culture

Morris

2013

Journal of Cross-Cultural Psychology

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Recent findings of low societal consensus in cultural values suggest that our field's dominant paradigm-culture as shared values-is a fallacy. The perennial persistence of this illusion may come from that it appeals to the human brain's hardwired capacity for essentialism. Evidence against value consensus, however, does not doom all shared-meaning models of culture (pace Schwartz, 2013). I describe evidence for other kinds of mental representations (i.e., concepts, beliefs, norms) that are shared (in the sense of consensus, contagion, or conjoint control) and underlie culturally patterned behavior. Also I consider and probe Schwartz's (2013) proposed definition of culture as a society-level value system, raising questions about its ontology, functionalism and explanatory power, particularly with regard to understanding cultural change. While acknowledging the utility of aggregated value scores for many research programs, I conclude that psychology needs to study individual-level cultural representations and withinsociety variation in order to understand the dynamics of cultural influence and change.In popular discourse, "culture" is a vague and all-encompassing force that can be invoked to explain any of person's or group's behaviors or failings. As scientists we aim to build more precise models that avoid the fallacies of stereotypes and other intuitive biases about societal differences. Yet when we tighten our definitions of culture, we must always consider whether narrowing definitions will also narrow the questions that we can address.This essay responds to Schwartz's (2013) critique of shared-meaning models of culture and his updated theoretical justification for operationalizing culture with aggregated country-level scores from ratings of abstract values. Recent analyses have revealed that such value ratings are not highly consensual within nations, nor highly different across nations. Schwartz (2013) takes these results to have "shaken the confidence of psychology researchers in the prevailing conception of societal culture" (p. 3). Instead of the prevalent conception of culture as the values that a society's members share, Schwartz defines culture as a system of meaning that exists "external to the individual" (p. 5). On this basis, he provides a new rationalization of the methodological aproach of of operationalizing culture in terms of aggregated country-level value scores, an

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“…Further research is desirable to theorize about the role of culture or cultural orientations in employee responses to justice or other experiences. Such theorizing should include attention to a more nuanced understanding of cultural or other organizational behaviour constructs that are universally meaningful and those that have indigenous meaning (Bond & Muethel, ).…”

Section: Discussionmentioning

confidence: 99%

The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations

et al. 2013

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In two studies conducted in the United States and the People's Republic of China, we examined how the effects of organizational justice perceptions on employees' organizational citizenship behaviours (OCB) are influenced by individually held cultural value orientations. In Study 1, we did not find evidence of moderation by cultural value orientation. In Study 2, we re-examined the moderated relationships and found that the relationship between procedural justice and OCB was significantly influenced by masculinity-femininity orientation and that the relationship between distributive justice and OCB was significantly moderated by power distance such that the relationships were more strongly positive when followers were more masculine and higher in power distance. Also, we extended our model to include perceived supervisor support as a mediator of the direct and moderated effects of justice perceptions on OCB. We found support for the mediation model, but did not find the moderated mediation effects we predicted. Due to the large number of non-significant findings and inconsistencies across our two studies, we conclude with recommendations for scholars who face similar challenges in their research.

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Doing Better Research on Organizational Behaviour in Chinese Cultural Settings: Suggestions from the Notebooks of Two Fellow-Travellers

Cited by 8 publications

References 73 publications

Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification

Psychological Contract Breach, Negative Reciprocity, and Abusive Supervision: The Mediated Effect of Organizational Identification

Values as the Essence of Culture

The Relationship between Organizational Justice and Organizational Citizenship Behaviour: The Role of Cultural Value Orientations

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