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The DOI matches its Crossref record; 6 of the 6 references it cites were found in a registry or an index.

Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

Farh, Jiing-Lih, Hackett, Rick D., Liang, Jian·2007·Academy of Management Journal
DOI 10.5465/amj.2007.25530866
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Abstract

Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support–work outcomes relationships. Implications for management theory and practice are discussed.

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Cited by

Metadata

Authors
Farh, J.-L., Hackett, R. D., & Liang, J.
Venue
Academy of Management Journal
Publisher
Academy of Management
Published
2007-06
Volume
50
Issue
3
Pages
715-729
ISSN
  • 0001-4273 (ISSN-L)
  • 1948-0989
DOI
10.5465/amj.2007.25530866
OpenAlex
W1980140778
Cited by
1,114
References
6
FWCI
28.19
Type
journal article
Language
en
Open access
closed

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