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Article: Influence of collectivism on organisational citizenship behaviour of construction participants

TitleInfluence of collectivism on organisational citizenship behaviour of construction participants
Authors
KeywordsCollectivism
Individualism
OCB
Organisational citizenship behaviour
Public-private partnership
Issue Date2011
PublisherInderscience Publishers. The Journal's web site is located at http://www.inderscience.com/ijhrdm
Citation
International Journal Of Human Resources Development And Management, 2011, v. 11 n. 1, p. 68-87 How to Cite?
AbstractTo understand how employees may behave is an important part of formulating human resource policy. Employee's extra-role behaviour, notably organisational citizenship behaviour (OCB), reflects a person's willingness to go beyond his/her normal duty. Following the role behaviour perspective, which considers how cultural phenomena affect one's willingness to follow the work script, it is important to understand cultural contingency models, which address individualistic and collectivistic cooperation, to design effective management systems in different cultural settings. This paper investigates the relationship of individualism-collectivism and OCB of construction participants in the different organisational settings of public and private organisations. In general, collectivism has a positive correlation with OCB in the private sector but such relationship is inconclusive in the public sector. Since the results differ between the private and the public organisations, the understanding of their differences in cooperative mechanisms is important, especially in the case of multinational teams in public-private partnerships. © 2011 Inderscience Enterprises Ltd.
Persistent Identifierhttp://hdl.handle.net/10722/135469
ISSN
2015 SCImago Journal Rankings: 0.148
References

 

DC FieldValueLanguage
dc.contributor.authorLiu, Aen_HK
dc.contributor.authorFellows, Ren_HK
dc.date.accessioned2011-07-27T01:35:27Z-
dc.date.available2011-07-27T01:35:27Z-
dc.date.issued2011en_HK
dc.identifier.citationInternational Journal Of Human Resources Development And Management, 2011, v. 11 n. 1, p. 68-87en_HK
dc.identifier.issn1465-6612en_HK
dc.identifier.urihttp://hdl.handle.net/10722/135469-
dc.description.abstractTo understand how employees may behave is an important part of formulating human resource policy. Employee's extra-role behaviour, notably organisational citizenship behaviour (OCB), reflects a person's willingness to go beyond his/her normal duty. Following the role behaviour perspective, which considers how cultural phenomena affect one's willingness to follow the work script, it is important to understand cultural contingency models, which address individualistic and collectivistic cooperation, to design effective management systems in different cultural settings. This paper investigates the relationship of individualism-collectivism and OCB of construction participants in the different organisational settings of public and private organisations. In general, collectivism has a positive correlation with OCB in the private sector but such relationship is inconclusive in the public sector. Since the results differ between the private and the public organisations, the understanding of their differences in cooperative mechanisms is important, especially in the case of multinational teams in public-private partnerships. © 2011 Inderscience Enterprises Ltd.en_HK
dc.languageengen_US
dc.publisherInderscience Publishers. The Journal's web site is located at http://www.inderscience.com/ijhrdmen_HK
dc.relation.ispartofInternational Journal of Human Resources Development and Managementen_HK
dc.rightsInternational Journal of Human Resources Development and Management. Copyright © Inderscience Publishers.-
dc.subjectCollectivismen_HK
dc.subjectIndividualismen_HK
dc.subjectOCBen_HK
dc.subjectOrganisational citizenship behaviouren_HK
dc.subjectPublic-private partnershipen_HK
dc.titleInfluence of collectivism on organisational citizenship behaviour of construction participantsen_HK
dc.typeArticleen_HK
dc.identifier.emailLiu, A:ammliu@hkucc.hku.hken_HK
dc.identifier.authorityLiu, A=rp01432en_HK
dc.description.naturelink_to_subscribed_fulltext-
dc.identifier.doi10.1504/IJHRDM.2011.041116en_HK
dc.identifier.scopuseid_2-s2.0-79960213327en_HK
dc.identifier.hkuros188770en_US
dc.identifier.hkuros209197-
dc.relation.referenceshttp://www.scopus.com/mlt/select.url?eid=2-s2.0-79960213327&selection=ref&src=s&origin=recordpageen_HK
dc.identifier.volume11en_HK
dc.identifier.issue1en_HK
dc.identifier.spage68en_HK
dc.identifier.epage87en_HK
dc.publisher.placeUnited Kingdomen_HK
dc.identifier.scopusauthoridLiu, A=7402583118en_HK
dc.identifier.scopusauthoridFellows, R=7005094453en_HK

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