Though it appears intuitively appealing that individual differences should be related to a person's decision to perform citizenship behaviors, the search for such individual differences has yet to yield clear results. In this study, data were collected to assess the extent of a relationship between individualism–collectivism as a within culture individual difference and self‐reports of organizational citizenship behaviors. Results suggest that if an individual holds collectivistic values or norms, he/she would be more likely to perform citizenship behaviors. In addition, this relationship was found to be robust to common method effects and to the effect of the relationship between procedural justice and OCB. Implications for the way collectivistic tendencies within cultures may be used in organizations are discussed.

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Maintaining survivors’ loyalty in a downsizing environment is a difficult problem for management practitioners. Theorists have suggested that empowerment and job enrichment are mechanisms that allow survivors to cope with the stress of downsizing. This study examined the relationships between managerial empowerment behaviors, perceptions of job enrichment, and loyalty behaviors with employees who have survived downsizing in an organization. Results showed that empowerment does not have a direct effect on loyalty but affects loyalty indirectly through job enrichment. The results are discussed in terms of their implications for theory and practice.

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