Sürdürülebilir Kalkınma Amaçları
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- Kitap BölümüAçık Erişim2024Does interpersonal justice enhance organizational loyalty? A theory of justice, organizational citizenship behavior, and individualism: Testimony from Kyrgyzstan
Özbek, Mehmet Ferhat; Yoldash, Mohammad Asif; Tang, Thomas Li-Ping
Research suggests that organizational justice has important impacts on work-related attitudes and behaviors, such as organizational citizenship behavior (OCB). In this article, we explore the extent to which individualism moderates the relationship between organizational justice (procedural, distributive, and interactional justice) and OCB (organizational obedience, participation, and loyalty) among citizens in Kyrgyzstan. Specifically, we are interested to know: Which aspects of justice perceptions excite organizational loyalty? We make additional contributions to the literature because most global researchers know very little about how these Western management constructs prevail in this former Soviet Union country, Kyrgyzstan, an under-researched and under-represented region of the world. Results of our data collected from 402 managers and employees in Kyrgyzstan offer the following discoveries. All three justice constructs are related to OCB. Individualism moderates the relationships between (1) distributive justice and organizational participation, (2) distributive justice and organizational loyalty, and (3) interactional justice and organizational loyalty. We develop an intricate theory with provocative implications: Procedural justice produces obedience only and has no impact on organizational participation and loyalty. High distributive justice enhances high loyalty for people with low individualism. High interactional justice promotes high organizational loyalty for people with high individualism. For “individualists,” interactional justice inspires loyalty. Interestingly, distributive justice “can only buy” participation, but “can’t buy” loyalty. Therefore, for individualists, interactional justice outweighs distributive justice for enhancing organizational loyalty. Based on Kyrgyz citizens’ justice, OCB, and individualism, our theory reveals novel insights regarding culture, money attitude, and intrinsic motivation and provides critical and practical implications to the field of business ethics.
- MakaleYalnız künye2014Attitudes Toward Ethically Questionable Negotiation Tactics: A Two-Country Study
Banai, Moshe; Stefanidis, Abraham; Shetach, Ana; Özbek, Mehmet Ferhat
Current research has identified five discrete US negotiation tactics, a traditional one considered to be ethical, and four considered to be ethically questionable. Scholars have independently used culture to explain how the endorsement of these five negotiation tactics varies across nations. They have also independently used interpersonal trust and ethics propensity to explain antecedents of the endorsement of those five negotiation tactics. This research combines all those variables into one model that investigates the influence of horizontal and vertical individualism–collectivism, ethical idealism, and trust propensity on employees’ attitudes toward ethically questionable negotiation tactics in Israel and Kyrgyzstan. A survey questionnaire was translated from English to Hebrew and Kyrgyz, and 615 responses were collected from employees in various industries in the two countries. We empirically confirmed three types of questionable negotiation tactics discovered in previous one-nation studies, namely, pretending, deceiving, and lying. Vertical individualism was found to be positively, and horizontal collectivism was found to be negatively, related to pretending, deceiving, and lying. Ethical idealism was found to be negatively related to the endorsement of the lying tactics, while trust propensity was negatively related to the pretending tactics. Compared with Israel, employees’ endorsement of ethically questionable negotiation tactics was significantly higher in Kyrgyzstan. Contribution to theory and practice is discussed.