CULTURALLY EMBEDDED THEORIES

Culturally Embedded Theories



Abstract

This research considers the applicability and meaningfulness of the concept “Organizational Citizenship Behavior” (OCB) across other cultures. As suggested by George and Jones? the context in which an organization operates may have as much or more to do with the occurrence of OCB as the more intensively studied antecedents in OCB literature (i.e.; satisfaction? commitment? disposition? perceived fairness). This article reviews the construct of OCB and its link to Human Resources? and offers a heuristic model relating two dimensions of culture to OCB. A small survey of 38 individuals from 26 different countries is presented as a way to begin looking at the issue of the global applicability of OCB. Aggregate and individual interview data are examined for leads toward identifying cultural variations on the incidence? perception? and encouragement of OCB.

Table of Contents

Abstract2

Introduction4

Contextual Influences on OCB6

Heuristic Model7

Individualism-Collectivism7

Power Distance8

Exploratory Survey12

Propositions13

Results14

Subject Comments and Follow-up Interviews17

Discussion and Directions for Future Research20

References24

Culturally Embedded Theories

Introduction

Globalization is bringing all corners of the world closer together and increasingly causing managers to attend to issues of culture and diversity. As more American companies operate in other countries? managers are faced with the task of assessing the applicability of traditionally Western management styles and human resources practices in other cultures. Training for expatriate managers in the values and culture of their host country has become increasingly important? and helps managers better understand which ideas and practices fit well and which do not. As noted by Hofstede (1980)? practices such as group reward systems and upward appraisal systems meet with varying success in different cultures around the globe.

An important construct in organizational behavior and in current Westernized business literature is Organizational Citizenship Behavior (OCB). OCB has been defined as:

… individual behavior that is discretionary? not directly or explicitly recognized by the formal reward system? and that in the aggregate promotes the effective functioning of the organization.

(Organ? 1988? p. 4)Employees provide organizations with unique human resource capabilities that can create a competitive advantage? and OCB is one type of behavior that may contribute to that advantage.

OCB has been studied in-depth during the last several years? both to determine its antecedents as well as its consequences. In the management research literature? OCB has been found to affect overall organizational effectiveness (Walz & Niehoff? 1996). The results have indicated that managers consider OCB when appraising performance and determining promotions and pay increases (Podsakoff & MacKenzie? 1993)? and that reliable antecedents of OCB include the perception of fairness in the work place? job satisfaction? leader supportiveness? and organizational commitment (Organ & Ryan? 1995). Human Resource managers can play a critical role in encouraging OCB by designing effective appraisal systems that are perceived as equitable? by carefully crafting management development programs? by establishing fair compensation systems? and by designing jobs geared toward increased employee satisfaction and commitment.

However? what has not been studied as extensively is the applicability of OCB in other cultures. It is possible that the cultural context itself may encourage or dissuade OCB-type performance? thus attenuating the effect of ...