Article citationsMore>>

J. L. Farh, R. D. Hackett and L. Liang, “Individual-Level Cultural Values as Moderators of Perceived Organizational Support-Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality,” Academy of Management Journal, Vol. 50, No. 3, 2007, pp. 715-729.

has been cited by the following article:

• TITLE: How Employees See Their Roles: The Effect of Interactional Justice and Gender

  AUTHORS: Naoki Ando, Satoshi Matsuda

  KEYWORDS: Organizational Citizenship Behavior, Role Definition, Interactional Justice, Gender

  JOURNAL NAME: Journal of Service Science and Management, Vol.3 No.2, June 29, 2010

  ABSTRACT: This study examines whether the perceived boundary between in-role and extra-role behaviors varies depending on workplace conditions, emphasizing how interactional justice influences an employee’s role definitions. We collect data through a questionnaire survey and adopt Tobit regressions for hypothesis testing. The study results indicate that perceived interactional justice enlarges the breadth of an employee’s role definitions. In addition, the positive impact of interactional justice on an employee’s role definition is strong when a supervisor-subordinate dyad comprises different genders.