Organizational Support and Citizenship Behaviors: A Comparative Cross-Cultural Meta-Analysis

We integrate and extend the literatures on perceived organizational support (POS), organizational citizenship behavior (OCB), and comparative cross-cultural management by examining whether the POS–OCB relationship is contingent on national culture. In social exchanges between the organization and it...

Full description

Saved in:
Bibliographic Details
Published inManagement international review Vol. 55; no. 5; pp. 707 - 736
Main Authors Chiaburu, Dan S., Chakrabarty, Subrata, Wang, Jiexin, Li, Ning
Format Journal Article
LanguageEnglish
Published Berlin/Heidelberg Springer 01.09.2015
Springer Berlin Heidelberg
Gabler Verlag
Springer Nature B.V
Subjects
Analysis
Anthropology
Behavior
Business and Management
Business Strategy/Leadership
Citizenship
Comparative analysis
Cross cultural management
Cultural differences
Culture
Emerging Markets/Globalization
Employees
Hypotheses
Meta-analysis
Morality
Multiculturalism
Operations Management
Organization
Organizational behavior
Psychologists
Research Article
Social exchange theory
Society
Studies
United States
Perceived organizational support
Organizational citizenship behaviors
National culture
Hofstede
Social exchange
Online AccessGet full text

Cover

More Information
Summary:We integrate and extend the literatures on perceived organizational support (POS), organizational citizenship behavior (OCB), and comparative cross-cultural management by examining whether the POS–OCB relationship is contingent on national culture. In social exchanges between the organization and its employees, employees are likely to act as good citizens in reciprocity to the support provided by their organization. At the same time, it is possible that national culture couches and hence modifies the strength of these exchanges. We use meta-analysis to test the hypotheses. To test national culture as moderator, we use country-level cultural dimensions from Hofstede. Results suggest that the POS–OCB relationship can vary across cultures. While perceived organizational support has a positive influence on citizenship, the influence is stronger in some cultural settings. Higher levels of collectivism, power distance, uncertainty avoidance, and femininity strengthen the POS–OCB relationship. Hence, the POS–OCB relationship is embedded within—and therefore moderated by—the cultural aspects of the larger society.
ISSN:0938-8249
1861-8901
DOI:10.1007/s11575-015-0253-8