Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

By Jiing-Lih Farh, Rick D. Hackett, Jian Liang. 2007

1,144 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/0df25ddde1109d2ec6445f8ebdb176f44fe166f7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Alexander Newman
2. Xiongzhi Wang
3. Chaozhi Zhang
4. Hua Wei
5. Qi Yang
6. Xiao-ping Chen
7. Lirong Long
8. Jay P. Mulki

In Organizational Behavior and Human Resource Management

1. Thomas W. H. Ng
2. Alexander Newman
3. Dan S. Chiaburu
4. H. Kwan
5. Long-Zeng Wu
6. Ning Li
7. Nele de Cuyper
8. Jay P. Mulki

In Social Psychology

1. H. Kwan
2. Jay P. Mulki
3. Nele de Cuyper
4. Alexander Newman
5. Ning Li
6. Hua Wei
7. Qi Yang
8. Xiongzhi Wang

Citations in the corpus

• The impact of ethical leadership on organizational citizenship behavior: The moderating role of workplace ostracism (2017, methodology): “The scale has been previously used in the Chinese context and showed good reliability (Farh et al., 2007).”
• Ethical leadership and job performance in China: : The roles of workplace friendships and traditionality (2013, background): “Other potential cultural variables could include power distance, which conceptually overlaps with traditionality (Farh et al., 2007).”