Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality
基于中国大陆163对上下级配对样本，研究发现权力距离和传统性均负向调节感知组织支持与工作结果的关系，且权力距离的调节作用更强。
Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support–work outcomes relationships. Implications for management theory and practice are discussed.