Employee Attitudes and Behavioral Intentions: A Test of the Main and Moderating Effects of Individualism-Collectivism Orientations

By Nagarajan Ramamoorthy, P. Flood. 2002

123 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7bc03486df2bd3af711ee950287bfa3c40d2602f

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Citations in the corpus

How individualism–collectivism orientations predict happiness in a collectivistic context (2009, background): “I/C orientations of individuals have been known to influence employees’ attitudes such as loyalty and team commitment, tenure intentions and organizational citizenship behaviors (Moorman and Blakely 1995; Wagner 1995; Ramamoorthy and Carroll 1998; Clugston et al. 2000; Ramamoorthy and Flood 2002; ”
Cross-cultural organizational behavior. (2007, background): “Ramamoorthy & Flood (2002) found that individualists felt more obligated to teamwork when they had high pay equity (pay related to individual performance), yet collectivists felt less obligated under these conditions.”
Understanding the relationship between individualism–collectivism and team performance through an integration of social identity theory and the social relations model (2006, unknown): “…our work in line with the body of research noted above which views the construct at this level, and is also consistent with recent empirical work by Ramamoorthy and Flood (2002, 2004) who determined individuals’ individualism–collectivism orientations as indicated by preferences for solitary work,…”
Relationships between organizational justice, organizational trust and organizational commitment: a cross-cultural study of China, South Korea and Australia (2017, unknown): “Besides focusing on the country-level differences of the justice–AOC relationship, future studies might seek the differences resulting from individual-level cultural values, for instance, dealing with personal values as moderators in justice-related relationships (Ramamoorthy & Flood, 2002).”
To prosper, organizational psychology should… adopt a global perspective (2008, background): “…organizations have strong cooperative reward structures, such as profit-sharing or group-based performance appraisals, there may be less of a difference between individualists and collectivists in their motivation to pursue group goals instead of individual goals (cf. Ramamoorthy & Flood, 2002).”
The transferability of management practices: Examining cross-national differences in reward preferences (2007, background): “Our analysis captured only national culture at the expense of possible within-country variations (Ramamoorthy & Flood, 2002).”
Individualism collectivism orientation and employee attitudes (2007, background): “…1984) proposed that individualism–collectivism (I/C) is a uni-dimensional, bipolar cultural value, subsequent studies (e.g., Parkes et al., 2001; Ramamoorthy and Flood, 2002; Wagner, 1995) have treated I/C as a multi-dimensional individual difference variable and examined their effects on…”
Factors Influencing Career Choice of Management Students in India. (2008, background): “Some studies have treated I/C as an individual difference variable (Ramamoorthy and Carroll, 1998; Ramamoorthy and Flood, 2002), suggesting that even within a country considerable variability may exist in cultural values at the individual level.”
Individualism/Collectivism, Perceived Task Interdependence and Teamwork Attitudes among Irish Blue-Collar Employees: a Test of the Main and Moderating Effects? (2004, background): “The results of the present study also seem to be consistent with the results obtained by Ramamoorthy and Flood (2002). In their study, they found that under conditions of higher equity (pay related to individual performance) individualists tended to feel more obliged to contribute to teamwork than u”
Outcomes of work–life balance on job satisfaction, life satisfaction and mental health: a study across seven cultures (2014, background): “This dimension is also a powerful moderator of employee cross-cultural studies (Ramamoorthy & Flood, 2002), including work– family studies (Hill et al., 2004; Spector et al., 2004, 2007).”