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The purpose of this paper is to investigate the moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate for organizational interest. An integrated theoretical framework which incorporated cultural influence on need priority and on legitimacy of social exchange was established to develop the hypotheses.

This study used the methodology of information-integration theory to test the research hypotheses.

This study found that power distance orientation enhanced the effectiveness of extrinsic motivator but mitigated that of intrinsic motivator, and was irrelevant to that of reciprocal motivator. In contrast, collectivistic orientation mitigated the effectiveness of extrinsic motivator but enhanced that of reciprocal motivator, and was irrelevant to that of intrinsic motivator.

Managers may use reciprocal motivators for employees with high collectivism in order to increase their willingness to cooperate for the interest of the organization. Meanwhile, extrinsic motivators may be utilized for employees with high power distance but may not be as effective for those with low power distance. However, managers should not expect intrinsic motivators to be as attractive to those with high power distance as to those with low power distance.

By integrating multiple cultural orientations and multiple work motivators in one study, this research clarified the differential moderating effects of power distance and collectivistic orientations on the effectiveness of intrinsic, extrinsic and reciprocal motivators in promoting employees’ willingness to cooperate. Potential confounding problems in prior studies derived from the correlation between cultural values and coexistence of multiple motivators were discussed.

This study investigates the relationship between leaders’ collectivist orientation and employees’ innovative behavior, as well as the mediating effects of employees’ collectivist orientation and servant leadership.

Based on a survey of 40 leaders and 219 employees in 12 technologically innovative enterprises in Jiangsu Province, China, a hierarchical linear modeling is used.

The results show that leaders’ collectivist orientation significantly positively affects employees’ innovative behavior. Moreover, leaders’ collectivist orientation significantly positively affects employees’ collectivist orientation/servant leadership, employees’ collectivist orientation/servant leadership significantly positively affects employees’ innovative behavior, and employees’ collectivist orientation/servant leadership partially mediates the relationship between leaders’ collectivist orientation and employees’ innovative behavior.

In response to the lack of research on the relationship between leadership cultural orientation and employees’ innovative behavior, this study sheds light on the effectiveness and mechanism of the influence of leaders’ collectivist orientation on employees’ innovative behavior, thus expanding and deepening the boundaries of theoretical research on leadership, culture and innovation management.

The purpose of this paper is to examine the relationship between employees’ corporate social responsibility (CSR) perception and their organizational identification in a Chinese context. The moderating effect of employees’ collectivist orientation on the relationship between CSR perception and organizational identification is also examined.

Data were collected from 308 employees of 7 firms in Zhejiang Province, located in southeast China. Hierarchical regression analyses were utilized to test the hypotheses.

The results indicate that all three dimensions of CSR perception in this study, specifically, economic, philanthropic and strategic CSR perception, are strongly and positively related to the organizational identification of employees. Employees’ collectivist orientation positively influences the relationship between strategic CSR perception and organizational identification. In contrast, collectivist orientation negatively influences the relationship between economic CSR perception and organizational identification. However, no moderating effect of collectivism on the relationship between philanthropic CSR perception and organizational identification was found.

The findings highlight the positive relationship between employees’ CSR perception and their workplace attitudes, shedding particular light on how employees’ personal values influence their responses to CSR in Chinese organizations.

This study extends the current understanding on the relationship between CSR and organizational identification. Particularly, the authors include multiple dimensions of CSR (economic, philanthropic and strategic CSR) in the research model, demonstrating that the link between CSR perception and organizational identification is influenced by employees’ collectivist orientation.

This study tested the hypothesis of collectivist orientation as a predictor of affective organizational commitment. Data from 510 employees working in two organizations in China supported the hypothesis, that is, collectivist orientation is a significant predictor of affective organizational commitment when employees' specific organization, age, sex, organizational tenure, educational level, and pay satisfaction are controlled.

The purpose of this paper is to test a mediated model of the relationship between self-concept orientation (individualist and collectivist) and organizational identification (OrgID, Cooper and Thatcher, 2010), with proposed mediators including the need for organizational identification (nOID, Glynn, 1998) as well as self-presentation concerns of social adjustment (SA) and value expression (VE, Highhouse et al., 2007).

Data were collected from 509 participants in seven countries. Direct and mediation effects were tested using structural equation modeling (AMOS 25.0).

Individualist self-concept orientation was positively related to VE and collectivist self-concept orientation was positively related to nOID, VE and SA. VE mediated the relationship between both self-concept orientations and OrgID. In addition, nOID mediated the relationship for collectivist self-concept orientation.

This study identifies underlying psychological needs as mediators of the relationship of self-concept orientation to OrgID. Understanding these linkages enables employers to develop practices that resonate with the self-concept orientations and associated psychological needs of their employees, thereby enhancing OrgID.

This study provides a significant contribution to the OrgID literature by proposing and testing for relationships between self-concept orientations and OrgID as mediated by underlying psychological needs. The results provide support for the mediated model as well as many of Cooper and Thatcher’s (2010) theoretical propositions, with notable exceptions.

Increasingly, organizations in the Asia‐Pacific region are recognizing the importance of cross‐cultural management to the sustainability of their competitive edge. Although the literature is replete with cross‐cultural studies of individualism and collectivism, little information is available on the factors that foster effective individualist–collectivist interaction (ICI) within organizations. This paper attempts to provide a theoretical description of individualists and collectivists at the individual level of analysis, which offers specific testable hypotheses about the effect of self‐representation on prejudice between individualists and collectivists (ICs).

In this paper, a theoretical model is presented in which intergroup prejudices and interpersonal prejudices mediate the effects of ICI and bicultural orientation toward cross‐cultural experiences and, in which, the dissimilarity openness of the climate moderates the level and outcome of prejudices flowing from ICI.

The model depicts that the outcomes of ICI are mediated by the intergroup prejudices of collectivists and the interpersonal prejudices of individualists, which are moderated by the extent of diversity‐oriented HRM policies and practices and individuals’ orientation to cross‐cultural experiences. When workforces become culturally diverse, organizations should modify HRM practices to enable the full use of the range of skills and talents available from the diversity, and to ensure affective and behavioral costs are minimized. As globalization and international competition will continue to increase, organizations including those in the Asia‐Pacific region, should seriously re‐evaluate their HRM policies to adapt and take advantage of an increasingly culturally diverse workforce.

The model provides a useful basis upon which organization researchers and practitioners can base their respective agendas.

Social and psychological factors such as self‐responsibility and collectivist value orientation are crucial to understanding the dynamics of joint venture management. Tests the hypothesis that structural factors influence the socio‐psychological orientation of managers in terms of self‐responsibility and collectivist values which, in turn, affects the performance of companies. Discusses the findings from interviews and questionnaires with 151 top and middle managers from 72 companies. Found that top managers have a higher internally determined self‐responsibility and a stronger group adaptation value orientation than middle managers. These factors are crucial indicators of managerial performance in joint ventures. Therefore the results support the hypothesis.

Many service providers feel confident about their service quality and thus offer service guarantees to their customers. Yet service failures are inevitable. As guarantees can only be invoked when customers report service failures, firms are given the opportunity to redress the original failure potentially influencing customer outcomes. The purpose of this paper is to provide the first empirical investigation of whether excellence in service recovery affects customers’ intentions to invoke a service guarantee, thereby discriminating between conditional and unconditional guarantees and testing for the impact of customers’ individualistic vs collectivistic cultural orientation.

In total, 171 respondents from four continents (spanning 23 countries) were recruited to participate in a quasi-experimental study in a hotel setting. A three-way analysis of variance was used to test the hypotheses.

All customers are very likely to invoke the service guarantee after an unsatisfactory service recovery. When customers are satisfied with the service recovery, they report lower invoke intentions, except for collectivistic individuals who are still inclined to invoke an unconditional service guarantee after a satisfactory service recovery. The finding supports an in-group/out-group rationale, whereby collectivists tend to behave more opportunistically toward out-groups than individualistic customers.

The study highlights the importance of excellence in service recovery, cultural differences and different types of service guarantees with respect to customers’ intentions to invoke the guarantee. The paper demonstrates how service guarantees should be designed in conjunction with service recovery strategies. Also, the paper shows that an unconditional service guarantee creates the condition in which collectivists might engage in opportunistic behavior; global service providers concerned about opportunistic customer claiming behavior thus might benefit from using conditional service guarantees.

Although previous research emphasized the importance of inspiration in influencing consumer behavior, there is no categorical response to how social-media inspirational content inspires consumers across cultures. This paper aims to take on this agenda through a vignette experimental study.

This paper devised a vignette study involving subjects (n = 370) recruited from Nigeria and South Africa. The structural equation modeling procedure, analysis of variance (ANOVA) and regression analysis aided the examination of the scale psychometrics and hypotheses testing.

Among other findings, this study shows that: inspirational content (utilitarian vs hedonic) exerts a positive differential effect on customer inspiration (CI) such that the effect of hedonic content is more pronounced than utilitarian content; collectivistic consumers are inspired more than individualists; CI triggers customer engagement behaviors (CEBs) and purchase intention, and an inspired-to component of CI mediates the effect of inspired-by on CEBs and purchase intention.

While this study makes significant contributions to knowledge on CI, the focus on firm-generated content limits the scope of this study. Future research should examine the effect of consumer-generated content on CI. Additionally, the likely contextual influence of product type on CI and its triggers in the context of the foote, cone and belding grid creates the room to further interrogate the research model under conditions of high/low involvement products.

By showing how social-media inspirational content and cultural orientation separately influence and interact to influence CI which consequently triggers CEBs and purchase intention, the findings highlight the psychological mechanisms through which CEBs and purchase intention can be simultaneously triggered.

Practitioners and academics are starting to recognize the benefits of green IT/IS practices. Despite these benefits, this study aims to know more regarding the factors that would drive organizations to use green IT/IS practices within their IT function and across the enterprise. To further understanding in this area, this study applies a strategic cognition framework of firm responsiveness and institutional theory to determine the extent to which an organization uses green IT/IS practices in response to stakeholder concerns. This study investigates the extent to which two organizational logics – expressive and instrumental – and three institutional pressures – coercive, mimetic and normative – jointly affect an organization's use of both green IT practices and green IS practices.

This study tested the hypotheses with survey data collected from 306 organizations. Structural equation modeling was used for data analysis.

Findings support four joint effects: (1) individualistic identity orientation and coercive pressure positively affect green IT practices; (2) collectivistic identity orientation and normative pressure positively influence green IS practices; (3) cost reduction orientation and mimetic pressure positively affect green IT practices; and (4) revenue expansion orientation and normative pressure positively influence green IS practices.

This study contributes to the literature by providing evidence for joint drivers of green IT and green IS practices. Green IT and IS practices represent organizations' different levels of commitment to environmental sustainability and responsiveness to stakeholders (i.e. green IT/IS practices). Organizations of different expressive and instrumental orientations are attuned to institutional pressures to various degrees, which leads to different green IT/IS practices.