Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects
The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in West...
| Main Authors: | , , , , , , |
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| Other Authors: | |
| Format: | Journal Article |
| Language: | English |
| Published: |
2022
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| Online Access: | https://hdl.handle.net/10356/161313 |
| _version_ | 1811680621803601920 |
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| author | Rockstuhl, Thomas Eisenberger, Robert Shore, Lynn M. Kurtessis, James N. Ford, Michael T. Buffardi, Louis C. Mesdaghinia, Salar |
| author2 | Nanyang Business School |
| author_facet | Nanyang Business School Rockstuhl, Thomas Eisenberger, Robert Shore, Lynn M. Kurtessis, James N. Ford, Michael T. Buffardi, Louis C. Mesdaghinia, Salar |
| author_sort | Rockstuhl, Thomas |
| collection | NTU |
| description | The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in Western cultures because employees are more likely to see the self as independent and understand their relationship with the organization in terms of reciprocity. However, the social-identity perspective suggests that POS effects are stronger in Eastern cultures because employees are more likely to see the self as interdependent and are more attuned to organizational support as an identity-related cue. Addressing these competing hypotheses, meta-analytic results from 827 independent samples (n = 332,277) across 54 countries show support for both perspectives. In the West, POS was more strongly associated with social-exchange processes than organizational-identification processes. In contrast, In the East, POS was more strongly associated with organizational-identification processes than social-exchange processes. Overall, POS was more strongly related to job attitudes and performance in the East than in the West. Cultural differences in POS effects on attitudinal outcomes were found to be increasing over time. We discuss the implications of these findings for organizational-support theory and research. |
| first_indexed | 2024-10-01T03:27:58Z |
| format | Journal Article |
| id | ntu-10356/161313 |
| institution | Nanyang Technological University |
| language | English |
| last_indexed | 2024-10-01T03:27:58Z |
| publishDate | 2022 |
| record_format | dspace |
| spelling | ntu-10356/1613132023-05-19T07:31:15Z Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects Rockstuhl, Thomas Eisenberger, Robert Shore, Lynn M. Kurtessis, James N. Ford, Michael T. Buffardi, Louis C. Mesdaghinia, Salar Nanyang Business School Business::Management Social-Exchange Theory National Culture The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in Western cultures because employees are more likely to see the self as independent and understand their relationship with the organization in terms of reciprocity. However, the social-identity perspective suggests that POS effects are stronger in Eastern cultures because employees are more likely to see the self as interdependent and are more attuned to organizational support as an identity-related cue. Addressing these competing hypotheses, meta-analytic results from 827 independent samples (n = 332,277) across 54 countries show support for both perspectives. In the West, POS was more strongly associated with social-exchange processes than organizational-identification processes. In contrast, In the East, POS was more strongly associated with organizational-identification processes than social-exchange processes. Overall, POS was more strongly related to job attitudes and performance in the East than in the West. Cultural differences in POS effects on attitudinal outcomes were found to be increasing over time. We discuss the implications of these findings for organizational-support theory and research. 2022-08-24T07:25:00Z 2022-08-24T07:25:00Z 2020 Journal Article Rockstuhl, T., Eisenberger, R., Shore, L. M., Kurtessis, J. N., Ford, M. T., Buffardi, L. C. & Mesdaghinia, S. (2020). Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects. Journal of International Business Studies, 51(6), 933-962. https://dx.doi.org/10.1057/s41267-020-00311-3 0047-2506 https://hdl.handle.net/10356/161313 10.1057/s41267-020-00311-3 2-s2.0-85082863453 6 51 933 962 en Journal of International Business Studies © 2020 Academy of International Business. All rights reserved. |
| spellingShingle | Business::Management Social-Exchange Theory National Culture Rockstuhl, Thomas Eisenberger, Robert Shore, Lynn M. Kurtessis, James N. Ford, Michael T. Buffardi, Louis C. Mesdaghinia, Salar Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title | Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title_full | Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title_fullStr | Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title_full_unstemmed | Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title_short | Perceived organizational support (POS) across 54 nations: a cross-cultural meta-analysis of POS effects |
| title_sort | perceived organizational support pos across 54 nations a cross cultural meta analysis of pos effects |
| topic | Business::Management Social-Exchange Theory National Culture |
| url | https://hdl.handle.net/10356/161313 |
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