Does organizational formalization facilitate voice and helping organizational citizenship behaviors? It depends on (national) uncertainty norms
Fischer, Ronald, Ferreira, Maria Christina, Van Meurs, Nathalie ORCID: https://orcid.org/0000-0003-4081-3543, Gok, Kubilay, Jiang, Ding-Yu, Fontaine, Johnny R. J., Harb, Charles, Cieciuch, Jan, Achoui, Mustapha, Mendoza, Ma Socorro D., Hassan, Arif, Achmadi, Donna, Mogaji, Andrew A. and Abubakar, Amina
(2019)
Does organizational formalization facilitate voice and helping organizational citizenship behaviors? It depends on (national) uncertainty norms.
Journal of International Business Studies, 50
(1)
.
pp. 125-134.
ISSN 0047-2506
[Article]
(doi:10.1057/s41267-017-0132-6)
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Abstract
Prosocial work behaviors in a globalized environment do not operate in a cultural vacuum. We assess to what extent voice and helping organizational citizenship behaviors (OCBs) vary across cultures, depending on employees’ perceived level of organizational formalization and national uncertainty. We predict that in contexts of uncertainty, cognitive resources are engaged in coping with this uncertainty. Organizational formalization can provide structure that frees up cognitive resources to engage in OCB. In contrast, in contexts of low uncertainty, organizational formalization is not necessary for providing structure and may increase constraints on discretionary behavior. A three-level hierarchical linear modeling analysis of data from 7,537 employees in 267 organizations across 17 countries provides broad support for our hypothesis: perceived organizational formalization is weakly related to OCB, but where uncertainty is high; formalization facilitates voice significantly, helping OCB to a lesser extent. Our findings contribute to clarifying the dynamics between perceptions of norms at organizational and national levels for understanding when employees may engage in helping and voice behaviors. The key implication is that managers can foster OCB through organizational formalization interventions in uncertain environments that are cognitively demanding.
Item Type: | Article |
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Additional Information: | The original version of this article was revised due to a retrospective Open Access order, see correction: https://doi.org/10.1057/s41267-018-0174-4 |
Research Areas: | A. > Business School > International Management and Innovation > International and Cross-cultural Management group |
Item ID: | 23269 |
Notes on copyright: | Accepted Manuscript: This is a post-peer-review, pre-copyedit version of an article published in Journal of International Business Studies. The final authenticated version is available online at: https://doi.org/10.1057/s41267-017-0132-6 |
Useful Links: | |
Depositing User: | Nathalie Van Meurs |
Date Deposited: | 05 Jan 2018 14:10 |
Last Modified: | 29 Nov 2022 19:17 |
URI: | https://eprints.mdx.ac.uk/id/eprint/23269 |
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