Does organizational formalization facilitate voice and helping organizational citizenship behaviors? It depends on (national) uncertainty norms
Article
Fischer, R., Ferreira, M., Van Meurs, N., Gok, K., Jiang, D., Fontaine, J., Harb, C., Cieciuch, J., Achoui, M., Mendoza, M., Hassan, A., Achmadi, D., Mogaji, A. and Abubakar, A. 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. https://doi.org/10.1057/s41267-017-0132-6
Type | Article |
---|---|
Title | Does organizational formalization facilitate voice and helping organizational citizenship behaviors? It depends on (national) uncertainty norms |
Authors | Fischer, R., Ferreira, M., Van Meurs, N., Gok, K., Jiang, D., Fontaine, J., Harb, C., Cieciuch, J., Achoui, M., Mendoza, M., Hassan, A., Achmadi, D., Mogaji, A. and Abubakar, A. |
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. |
Keywords | organizational citizenship behavior; culture; uncertainty; formalization; multilevel analysis |
Research Group | International and Cross-cultural Management group |
Publisher | Palgrave Macmillan |
Journal | Journal of International Business Studies |
ISSN | 0047-2506 |
Electronic | 1478-6990 |
Publication dates | |
Online | 21 Dec 2017 |
12 Feb 2019 | |
Publication process dates | |
Deposited | 05 Jan 2018 |
Accepted | 19 Oct 2017 |
Submitted | 02 May 2016 |
Output status | Published |
Publisher's version | License File Access Level Open |
Accepted author manuscript | File Access Level Open |
Copyright Statement | 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 |
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 |
Digital Object Identifier (DOI) | https://doi.org/10.1057/s41267-017-0132-6 |
Scopus EID | 2-s2.0-85038626661 |
Web of Science identifier | WOS:000460611800008 |
Related Output | |
Has metadata | http://www.scopus.com/inward/record.url?eid=2-s2.0-85038626661&partnerID=MN8TOARS |
Language | English |
https://repository.mdx.ac.uk/item/87646
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Publisher's version
Fischer2019_Article_DoesOrganizationalFormalizatio.pdf | ||
License: CC BY 4.0 | ||
File access level: Open |
Accepted author manuscript
JIBS-Final-Formalization.pdf | ||
File access level: Open |
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