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dc.contributor.authorUrbach, T.
dc.contributor.authorDen Hartog, D.N.
dc.contributor.authorFay, D.
dc.contributor.authorParker, Sharon
dc.contributor.authorStrauss, K.
dc.date.accessioned2020-12-08T08:36:57Z
dc.date.available2020-12-08T08:36:57Z
dc.date.issued2020
dc.identifier.citationUrbach, T. and Den Hartog, D.N. and Fay, D. and Parker, S.K. and Strauss, K. 2020. Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective. Organizational Psychology Review.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/82038
dc.identifier.doi10.1177/2041386620960526
dc.description.abstract

The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of power distance, individualism–collectivism, future orientation, and uncertainty avoidance shape individuals’ implicit followership theories (IFTs). We discuss how these cross-cultural differences in individuals’ IFTs relate to differences in the mean-level of PWB individuals show (whether), in the motivational states driving individuals’ PWBs (why), in the way individuals’ enact PWBs (how), and in the evaluation of PWBs by others (at what cost). We recommend how future research can extend this theorizing and unpack the proposed cross-cultural differences in PWBs, for example, by exploring how culture and other contextual variables interact to affect PWBs.

dc.languageEnglish
dc.publisherSAGE PUBLICATIONS INC
dc.rights.urihttp://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectSocial Sciences
dc.subjectPsychology, Applied
dc.subjectManagement
dc.subjectPsychology
dc.subjectBusiness & Economics
dc.subjectproactive work behavior
dc.subjectcross-cultural research
dc.subjectcultural differences
dc.subjectimplicit followership theory
dc.subjectORGANIZATIONAL CITIZENSHIP BEHAVIOR
dc.subjectWORK-RELATED PROACTIVITY
dc.subjectIMPLICIT LEADERSHIP
dc.subjectEMPLOYEE VOICE
dc.subjectMODERATING ROLE
dc.subjectPOWER DISTANCE
dc.subjectTHINGS HAPPEN
dc.subjectPROHIBITIVE VOICE
dc.subjectNATIONAL CULTURE
dc.subjectROLE BREADTH
dc.titleCultural variations in whether, why, how, and at what cost people are proactive: A followership perspective
dc.typeJournal Article
dcterms.source.issn2041-3866
dcterms.source.titleOrganizational Psychology Review
dc.date.updated2020-12-08T08:36:57Z
curtin.note

Urbach, T., Den Hartog, D. N., Fay, D., Parker, S. K., & Strauss, K. (in press). Cultural Variations in Whether, Why, How, and at What Cost People are Proactive: A Followership Perspective. Organizational Psychology Review. © The Author(s) 2020. https:// doi.org/10.1177/2041386620960526

curtin.departmentFuture of Work Institute
curtin.accessStatusOpen access
curtin.facultyFaculty of Business and Law
curtin.contributor.orcidParker, Sharon [0000-0002-0978-1873]
curtin.identifier.article-numberARTN 2041386620960526
dcterms.source.eissn2041-3874
curtin.contributor.scopusauthoridParker, Sharon [7401647326]


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