Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective
The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of pow...
| Main Authors: | , , , , |
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| Format: | Journal Article |
| Language: | English |
| Published: |
SAGE PUBLICATIONS INC
2020
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/82038 |
| _version_ | 1848764461964328960 |
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| author | Urbach, T. Den Hartog, D.N. Fay, D. Parker, Sharon Strauss, K. |
| author_facet | Urbach, T. Den Hartog, D.N. Fay, D. Parker, Sharon Strauss, K. |
| author_sort | Urbach, T. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of power distance, individualism–collectivism, future orientation, and uncertainty avoidance shape individuals’ implicit followership theories (IFTs). We discuss how these cross-cultural differences in individuals’ IFTs relate to differences in the mean-level of PWB individuals show (whether), in the motivational states driving individuals’ PWBs (why), in the way individuals’ enact PWBs (how), and in the evaluation of PWBs by others (at what cost). We recommend how future research can extend this theorizing and unpack the proposed cross-cultural differences in PWBs, for example, by exploring how culture and other contextual variables interact to affect PWBs. |
| first_indexed | 2025-11-14T11:19:44Z |
| format | Journal Article |
| id | curtin-20.500.11937-82038 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| language | English |
| last_indexed | 2025-11-14T11:19:44Z |
| publishDate | 2020 |
| publisher | SAGE PUBLICATIONS INC |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-820382021-01-11T02:45:03Z Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective Urbach, T. Den Hartog, D.N. Fay, D. Parker, Sharon Strauss, K. Social Sciences Psychology, Applied Management Psychology Business & Economics proactive work behavior cross-cultural research cultural differences implicit followership theory ORGANIZATIONAL CITIZENSHIP BEHAVIOR WORK-RELATED PROACTIVITY IMPLICIT LEADERSHIP EMPLOYEE VOICE MODERATING ROLE POWER DISTANCE THINGS HAPPEN PROHIBITIVE VOICE NATIONAL CULTURE ROLE BREADTH The objective of this conceptual article is to illustrate how differences in societal culture may affect employees’ proactive work behaviors (PWBs) and to develop a research agenda to guide future research on cross-cultural differences in PWBs. We propose that the societal cultural dimensions of power distance, individualism–collectivism, future orientation, and uncertainty avoidance shape individuals’ implicit followership theories (IFTs). We discuss how these cross-cultural differences in individuals’ IFTs relate to differences in the mean-level of PWB individuals show (whether), in the motivational states driving individuals’ PWBs (why), in the way individuals’ enact PWBs (how), and in the evaluation of PWBs by others (at what cost). We recommend how future research can extend this theorizing and unpack the proposed cross-cultural differences in PWBs, for example, by exploring how culture and other contextual variables interact to affect PWBs. 2020 Journal Article http://hdl.handle.net/20.500.11937/82038 10.1177/2041386620960526 English http://creativecommons.org/licenses/by-nc-nd/4.0/ SAGE PUBLICATIONS INC fulltext |
| spellingShingle | Social Sciences Psychology, Applied Management Psychology Business & Economics proactive work behavior cross-cultural research cultural differences implicit followership theory ORGANIZATIONAL CITIZENSHIP BEHAVIOR WORK-RELATED PROACTIVITY IMPLICIT LEADERSHIP EMPLOYEE VOICE MODERATING ROLE POWER DISTANCE THINGS HAPPEN PROHIBITIVE VOICE NATIONAL CULTURE ROLE BREADTH Urbach, T. Den Hartog, D.N. Fay, D. Parker, Sharon Strauss, K. Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title | Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title_full | Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title_fullStr | Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title_full_unstemmed | Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title_short | Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective |
| title_sort | cultural variations in whether, why, how, and at what cost people are proactive: a followership perspective |
| topic | Social Sciences Psychology, Applied Management Psychology Business & Economics proactive work behavior cross-cultural research cultural differences implicit followership theory ORGANIZATIONAL CITIZENSHIP BEHAVIOR WORK-RELATED PROACTIVITY IMPLICIT LEADERSHIP EMPLOYEE VOICE MODERATING ROLE POWER DISTANCE THINGS HAPPEN PROHIBITIVE VOICE NATIONAL CULTURE ROLE BREADTH |
| url | http://hdl.handle.net/20.500.11937/82038 |