Organizational citizenship behavior and organizational commitment in Nepal

The present study examines the structure of organizational citizenship behavior (OCB) and its relation to organizational commitment in Nepal. Four-hundred and fifty employees of five Nepalese organizations filled out standardized questionnaires. Exploratory and confirmatory factor analyses revealed two factors of OCB, altruism and compliance, replicating Western models of extra-role behavior. Structural equation analysis showed a positive relation between affective and normative commitment on the one hand and both citizenship factors on the other. Continuance commitment was negatively related to compliance and unrelated to altruism. The findings thus confirmed the structure and usefulness of the concepts in an under-researched geographical area. Findings of the research are discussed within the Nepalese sociocultural context. © Blackwell Publishing Ltd with the Asian Association of Social Psychology and the Japanese Group Dynamics Association 2005.

Anger and perceived legitimacy of aggression in male Hong Kong Chinese athletes: Effects of type of sport and level of competition

Problem: The vast majority of research examining the interplay between aggressive emotions, beliefs, behaviors, cognitions, and situational contingencies in competitive athletes has focused on Western populations and only select sports (e.g., ice hockey). Research involving Eastern, particularly Chinese, athletes is surprisingly sparse given the sheer size of these populations. Thus, this study examines the aggressive emotions, beliefs, behaviors, and cognitions, of competitive Chinese athletes. Method: Several measures related to aggression were distributed to a large sample (N ¼ 471) of male athletes, representing four sports (basketball, rugby union, association football/soccer, and squash). Results: Higher levels of anger and aggression tended to be associated with higher levels of play for rugby and low levels of play for contact (e.g., football, basketball) and individual sports (e.g., squash). Conclusions: The results suggest that the experience of angry emotions and aggressive behaviors of Chinese athletes are similar to Western populations, but that sport psychology practitioners should be aware of some potentially important differences, such as the general tendency of Chinese athletes to disapprove of aggressive behavior.

Measuring employee innovation:a review of existing scales and the development of the innovative behavior and innovation support inventories across cultures

Purpose - The paper develops a model of employee innovative behavior conceptualizing it as distinct from innovation outputs and as a multi-faceted behavior rather than a simple count of ‘innovative acts’ by employees. It understands individual employee innovative behaviors as a micro-foundation of firm intrapreneurship that is embedded in and influenced by contextual factors such as managerial, organizational and cultural support for innovation. Building from a review of existing employee innovative behavior scales and theoretical considerations we develop and validate the Innovative Behavior Inventory (IBI) and the Innovation Support Inventory (ISI). Design/methodology/approach – Two pilot studies, a third validation study in the Czech Republic and a fourth cross-cultural validation study using population representative samples from Switzerland, Germany, Italy and the Czech Republic (N=2812 employees and 450 entrepreneurs) were conducted. Findings - Both inventories were reliable and showed factorial, criterion, convergent and discriminant validity as well as cross-cultural equivalence. Employee innovative behavior was supported as comprising of idea generation, idea search, idea communication, implementation starting activities, involving others and overcoming obstacles. Managerial support was the most proximal contextual influence on innovative behavior and mediated the effect of organizational support and national culture. Originality/value - The paper advances our understanding of employee innovative behavior as a multi-faceted phenomenon and the contextual factors influencing it. Where past research typically focuses on convenience samples within a particular country, we offer first robust evidence that our model of employee innovative behavior generalizes across cultures and types of samples. Our model and the IBI and ISI inventories enable researchers to build a deeper understanding of the important micro-foundation underpinning intrapreneurial behavior in organizations and allow practitioners to identify their organizations’ strengths and weaknesses related to intrapreneurship.