Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-11T03:12:12.634Z Has data issue: false hasContentIssue false

Look up, look around: Is there anything different about team-level OCB in China?

Published online by Cambridge University Press:  02 February 2015

Shenjiang Mo
Affiliation:
Lingnan College, Sun Yat-sen University, Guangzhou, Guangdong, China
Zhongming Wang
Affiliation:
School of Management, Zhejiang University, Hangzhou, Zhejiang, China
Kleio Akrivou
Affiliation:
Henley Business School, University of Reading, Reading, Berkshire, UK
Simon A Booth
Affiliation:
Henley Business School, University of Reading, Reading, Berkshire, UK

Abstract

Ethical leadership has been widely identified as the key variable in enhancing team-level organizational citizenship behavior (team-level OCB) in western economic and business contexts. This is challenged by empirical evidence in China and findings of this study. Our study examined the relationship between ethical leadership, organizational ethical context (ethical culture and corporate ethical values) and team-level OCB. Team-level data has been collected from 57 functional teams in 57 firms operating in China. The findings suggest that although ethical leadership is positively associated with team-level OCB, ethical context positively moderates the relationship between ethical leadership and team-level OCB. The higher ethical context is found to be, the greater is the (positive) effects of ethical leadership on team-level OCB and the opposite holds true when ethical context is low. Key implications are discussed on the role of contextual ethics for team-level OCB, while managerial implications include how non-Chinese firms could improve team-level OCB in the Chinese business context.

Type
Research Article
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Babcock-Roberson, M. E., & Strickland, O. J. (2010). The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of Psychology, 144(3), 313326.Google Scholar
Baker, T. L., Hunt, T. G., & Andrews, M. C. (2006). Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values. Journal of Business Research, 59, 849857.Google Scholar
Ball, G. A., Trevino, L. K., & Sims, H. P. (1994). Just and unjust punishment: Influences on subordinate performance and citizenship. Academy of Management Journal, 37(2), 299322.Google Scholar
Bandura, A. (1977). Social learning theory. New York, NY: General Learning Press.Google Scholar
Bandura, A. (1986). Social foundations of thought and action. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar
Bateman, T. S., & Organ, D. W. (1983). Job satisfaction and the good soldier: The relationship between affect and employee ‘citizenship’. Academy of Management Journal, 26, 587595.Google Scholar
Becton, J. B., & Field, H. S. (2009). Cultural differences in organizational citizenship behavior: A comparison between Chinese and American employees. The International Journal of Human Resource Management, 20(8), 16511669.Google Scholar
Bliese, P. D. (1998a). Tram size and measure of teamlevel properties: An examination of eta-squared and ICC values. Journal of Management, 24(2), 157172.Google Scholar
Bliese, P. D. (1998b). Team size, ICC values, and team-level correlations: A simulation. Organizational Research Methods, 1, 355373.Google Scholar
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability. In Klein, K. & Kozlowski, S. (Eds.), Multi-level theory, research, and methods in organizations. San Francisco, CA: Jossey-Bass.Google Scholar
Bond, M. H., & Hwang, K. K. (1987). The social psychology of Chinese people. In Bond, M. H. (Ed.), The psychology of Chinese people (pp. 213266). New York, NY: Oxford University Press.Google Scholar
Brown, M. E., & Trevino, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595616.Google Scholar
Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct developing and testing. Organizational Behavior and Human Decision Processes, 97(2), 117134.Google Scholar
Chan, A., Wong, S., & Leung, P. (1998). Ethical beliefs of Chinese consumers in Hong Kong. Journal of Business Ethics, 17, 11631170.Google Scholar
Chen, X. P., Lam, S. S. K., & Schaubroeck, J. (2002). Group organizational citizenship behavior: A conceptualization and preliminary test of its antecedents and consequences. Academy of Management Proceedings, 1, 112.Google Scholar
Cheung, W. L., & Prendergast, G. (2006). Exploring the materialism and conformity motivations of Chinese pirated product buyers. Journal of International Consumer Marketing, 18(3), 730.Google Scholar
Child, J. (1994). Management in China during the age of reform. Greenwich, CT: Cambridge University Press.Google Scholar
Denison, D. (1996). What is the difference between organizational culture and organizational climate? A native's point of view on a decade of paradigm wars. Academy of Management Review, 21(3), 619654.Google Scholar
Ding, D. Z. (1995, 08). In search of determinants of Chinese conflict management styles in joint ventures: An integrated approach. Paper presented at the 13th Annual Conference of the Association of Management, Vancouver, BC, Canada.Google Scholar
Dorfman, P. W. (2004). International and cross-cultural leadership research. In Punnett, B. J. & Shenkar, O. (Eds.), Handbook for international management research (2nd ed., pp. 265355). Ann Arbor, MI: The University of Michigan Press.Google Scholar
Ehrhart, M. G. (2004). Leadership and procedural justice climate as antecedents of unit-level organizational citizenship behavior. Personnel Psychology, 57, 6194.Google Scholar
Ehrhart, M. G., Bliese, P. D., & Thomas, J. L. (2006). Unit-level OCB and unit effectiveness: Examining the incremental effect of helping behavior. Human Performance, 19(2), 159173.Google Scholar
Ehrhart, M. G., & Naumann, S. E. (2004). Organizational citizenship behavior in work groups: A group norms approach. Journal of Applied Psychology, 89(6), 960974.Google Scholar
Elango, B., Paul, K., Kundu, S. K., & Paudel, S. K. (2010). Organizational ethics, individual ethics, and ethical intentions in international decision-making. Journal of Business Ethics, 97, 543561.Google Scholar
Enderle, G. (1987). Some perspective of managerial ethical leadership. Journal of Business Ethics, 6(8), 657663.Google Scholar
Engelbrecht, A. S., Van Aswegen, A. S., & Theron, C. C. (2005). The effect of ethical values on transformational leadership and ethical climate in organizations. South African Journal of Business Management, 36(2), 1926.Google Scholar
Euwema, M. C., Wendt, H., & Emmerik, H. V. (2007). Leadership styles and group organizational citizenship behavior across cultures. Journal of Organizational Behavior, 28, 10351057.Google Scholar
Farh, J. L., Earley, P. C., & Lin, S. C. (1997). Impetus for action: A cultural analysis of justice and organizational citizenship behavior in Chinese society. Administrative Science Quarterly, 42(3), 421444.Google Scholar
Gamble, J. (2011). Localizing management in foreign-invested enterprises in China: Practical, cultural, and strategic perspectives. The International Journal of Human Resource Management, 11(5), 883903.Google Scholar
Gelfand, M. J., Erez, M., & Aycan, Z. (2007). Crosscultural organizational behavior. Annual Review of Psychology, 58, 479514.Google Scholar
Gong, Y. P., Chang, S., & Cheung, S. Y. (2010). High performance work system and collective OCB: A collective social exchange perspective. Human Resource Management Journal, 20(2), 119137.Google Scholar
Guzzo, R. A., & Dickson, M. W. (1996). Teams in organizations: Recent research on performance and effectiveness. Annual Review of Psychology, 47, 307338.Google Scholar
Halbesleben, J. R. B., Bowler, W. M., Bolino, M. C., & Turnley, W. H. (2010). Organizational concern, prosocial values, or impression management? How supervisors attribute motives to organizational citizenship behavior. Journal of Applied Social Psychology, 40(6), 14501489.Google Scholar
Hoffman, B. J., Blair, C. A., Meriac, J. P., & Woehr, D. J. (2007). Expanding the criterion domain? A quantitative review of the OCB literature. Journal of Applied Psychology, 92, 555566.Google Scholar
Hofstede, G. (1980). Culture's consequences: National differences in thinking and organizing. Beverly Hills, CA: Sage.Google Scholar
Hui, C., & Graen, G. (1997). Guanxi and professional leadership in contemporary Sino-American joint ventures in Mainland China. Leadership Quarterly, 8(4), 451465.Google Scholar
Hunt, S. D., Wood, V. R., & Chonko, L. B. (1989). Corporate ethical values and organizational commitment in marketing. Journal of Marketing, 53, 7990.Google Scholar
Huxham, C., & Vangen, S. (2000). Leadership in the shaping and implementation of collaboration agendas: How things happen in a (not quite) joined up world. Academy of Management Journal, 43(6), 11591175.Google Scholar
Ilies, R., Nahrgang, J. D., & Morgeson, F. P. (2007). Leader–member exchange and citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 92, 269277.Google Scholar
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67, 219229.Google Scholar
James, L. R., Demaree, R. G., & Wolf, G. (1984). Estimating within-team interrater reliability with and without response bias. Journal of Applied Psychology, 69, 8598.Google Scholar
Jiang, D. Y., Lin, Y. C., & Lin, L. C. (2011). Business moral values of supervisors and subordinates and their effect on employee effectiveness. Journal of Business Ethics, 100, 239252.Google Scholar
Klein, K. J., Dansereau, F., & Hall, R. J. (1994). Levels issues in theory development, data collection, and analysis. Academy of Management Review, 19(2), 195229.Google Scholar
Kwan, H. K., Liu, J., & Yim, F. H. K. (2011). Effects of mentoring functions on receivers' organizational citizenship behavior in a Chinese context: A two-study investigation. Journal of Business Research, 64, 363370.Google Scholar
Lavelle, J. J. (2010). What motivates OCB? Insights from the volunteerism literature. Journal of Organizational Behavior, 31, 918923.Google Scholar
Lin, L. H., & Ho, Y. L. (2010). Guanxi and OCB: The Chinese cases. Journal of Business Ethics, 96, 285298.Google Scholar
Luthans, F., & Avolio, B. (2003). Authentic leadership: A positive development approach. In Cameron, K. S., Dutton, J. E., & Quinn, R. E. (Eds.), Positive organizational scholarship. San Francisco, CA: Berrett-Koehler.Google Scholar
Lyau, N. M., Tsai, Y. H., Chen, W. Y., & Chiu, C. K. (2010). Modeling corporate citizenship and its relationship with organizational citizenship behaviors. Journal of Business Ethics, 95, 357372.Google Scholar
Mayer, D. M., Kuenzi, M., Greenbaum, R., Bardes, M., & Salvador, R. B. (2009). How low does ethical leadership flow? Test of a trickle-down model. Organizational Behavior and Human Decision Processes, 108, 113.Google Scholar
Morrison, E. W. (1994). Role definitions and organizational citizenship behavior: The importance of the employee's perspective. Academy of Management Journal, 37, 15431567.Google Scholar
Mulki, J. P., Jaramillo, J. F., & Locander, W. B. (2009). Critical role of leadership on ethical climate and salesperson behaviors. Journal of Business Ethics, 86, 125141.Google Scholar
Naumann, S. E., & Benett, N. (2000). A case for procedural justice climate: Development and test of a multilevel model. Academy of Management Journal, 43(5), 881889.Google Scholar
Nielsen, T. M., Hrivnak, G. A., & Shaw, M. (2009). Organizational citizenship behavior and performance: A meta-analysis of group-level research. Small Group Research, 40(5), 555577.Google Scholar
Organ, D. W. (1988). Organizational citizenship behavior: The good soldier syndrome. Lexington, MA: Lexington Books.Google Scholar
Organ, D. W., & Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48, 775802.Google Scholar
Pearce, C. L., & Giacalone, R. A. (2003). Teams behaving badly: Counterproductive behavior at the team level of analysis. Journal of Applied Social Psychology, 33(1), 5875.Google Scholar
Pearce, C. L., & Herbik, P. A. (2004). Citizenship behavior at the team level of analysis: The effects of team leadership, team commitment, perceived team support, and team size. The Journal of Social Psychology, 144(3), 293310.Google Scholar
Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259278.Google Scholar
Podsakoff, N. P., Blume, B. D., Whiting, S. W., & Podsakoff, P. M. (2009). Individual- and organizational-level consequences of organizational citizenship behaviors: A meta-analysis. Journal of Applied Psychology, 94, 122141.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22, 259298.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers' trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1(2), 107142.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Paine, J. B., & Bachrach, D. G. (2000). Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management, 26(3), 513563.Google Scholar
Resick, C. J., Hanges, P. J., Dickson, M. W., & Mitchelson, J. K. (2006). A cross-cultural examination of the endorsement of ethical leadership. Journal of Business Ethics, 63, 345359.Google Scholar
Resick, C. J., Martin, G. S., Keating, M. A., Dickson, M. W Kwan, H. K., & Peng, C. Y. (2011). What ethical leadership means to me: Asian, American, and European perspectives. Journal of Business Ethics, 101, 435457.Google Scholar
Shweta, J., & Jha, S. (2009). Determinants of organizational citizenship behavior: A review of literature. Journal of Management & Public Policy, 1(1), 3342.Google Scholar
Smith, C. A., Organ, D. W., & Near, J. P. (1983). Organizational citizenship behavior: Its nature and antecedents. Journal of Applied Psychology, 68, 653663.Google Scholar
Toor, S. R., & Ofori, G. (2009). Ethical leadership: Examining the relationships with full range leadership model, employee outcomes, and organizational culture. Journal of Business Ethics, 90, 533547.Google Scholar
Trevino, L. K. (1986). Ethical decision-making in organizations: A person–situation interaction-ist model. Academy of Management Review, 11, 601617.Google Scholar
Trevino, L. K. (1990). A cultural perspective on changing and developing organizational ethics. Research in Organizational Change and Development, 4, 195230.Google Scholar
Trevino, L. K., Brown, M., & Hartman, L. P. (2003). A qualitative investigation of perceived executive ethical leadership: Perceptions from inside and outside the executive suite. Human Relations, 56(1), 537.Google Scholar
Trevino, L. K., Butterfield, K. D., & McCabe, D. L. (1995, 08). Contextual influences on ethics-related outcomes in organizations: Rethinking ethical climate and ethical culture. Paper presented at the Annual Academy of Management Meeting, Vancouver, BC, Canada.Google Scholar
Trevino, L. K., Butterfield, K. D., & McCabe, D. L. (1998). The ethical context in organizations: Influences on employee attitudes and behaviors. Business Ethics Quarterly, 8(3): 447476.Google Scholar
Trevino, L. K., Hartman, L. P., & Brown, M. (2000). Moral person and moral manager: How executives develop a reputation for ethical leadership. California Management Review, 42(4), 128142.Google Scholar
Tsang, E. W. K. (1998). Can guanxi be a source of sustained competitive advantage for doing business in China? Academy of Management Executive, 12(2), 6473.Google Scholar
Tsui, A. S., Zhang, Z. X., Wang, H., Xin, K. R., & Wu, J. B. (2006). Unpacking the relationship between CEO leadership behavior and organizational culture. The Leadership Quarterly, 17, 113137.Google Scholar
Valentine, S. (2009). Ethics training, ethical context, and sales and marketing professionals' satisfaction with supervisors and coworkers. Journal of Personal Selling & Sales Management, 29(3), 227242.Google Scholar
Victor, B., & Cullen, J. B. (1988). The organizational bases of ethical work climates. Administrative Science Quarterly, 33, 101125.Google Scholar
Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010). Servant leadership, procedural justice climate, service climate, employee attitude, and organizational citizenship behavior: A cross-level investigation. Journal of Applied Psychology, 95(3), 517529.Google Scholar
Yukl, G. (2010). Leadership in organizations. Upper Saddle River, NJ: Pearson Education.Google Scholar
Zhang, J., Chiu, R., & Wei, L. Q. (2009). Decisionmaking process of internal whistleblowing behavior in China: Empirical evidence and implications. Journal of Business Ethics, 88, 2541.Google Scholar