The purpose of this study is to investigate the relationship between idiosyncratic deals and organizational citizen behavior (OCB). How traditional Chinese values moderate the relationship between idiosyncratic deals and OCB is examined from the perspectives of recipients and coworkers. Survey data were provided by 359 supervisor-subordinate dyads. Recipients of idiosyncratic deals are positively associated with their OCB-I, and the positive relationship between them is strongest for individuals with high perceived visibility and low traditionality. From the perspective of coworkers, the effect of coworker's beliefs in obtaining future idiosyncratic deals on OCB-I is strongest for individuals with high perceptions of others' idiosyncratic deals and low traditionality. This is the first study to provide evidence of the relationship between idiosyncratic deals and OCB from the perspective of recipients and coworkers. Additionally, the authors discuss the roles of perceived visibility and traditionality, thereby provide new insights into the outcomes of idiosyncratic deals based on cultural differences. The theoretical and practical implications are discussed.
In the field of condition-based maintenance, maintenance costs and system reliability criteria are the primary considerations for traditional maintenance management. These methods lack consideration of the environmental impact caused by equipment degradation, such as excessive emissions and energy consumption. In addition, because equipment degradation has various impacts on the ecological environment, companies with excessive emissions and energy consumption can receive huge fines, making it of great value to study ecoconscious maintenance strategies. In this paper, we propose a condition-based maintenance strategy considering energy consumption and carbon dioxide emissions. The major objective of the research is to extend a model which integrates ecological aspects with maintenance decision-making and optimization. The simulation and sensitivity analyses conducted verify that the model proposed can minimize total costs, as well as the environmental impact.
Drawing on the integrated perspectives of territoriality and motivational climate, we explored the relationship between employees' territoriality and idea implementation. We tested our model with 46 research and development teams in China, comprising 359 employees and supervisors, who completed measures of territoriality, social alienation, motivational climate (specifically, performance climate and mastery climate), and idea implementation. The results showed that social alienation mediated the relationship between territoriality and idea implementation, and that mastery climate and performance climate moderated the positive relationship between territoriality and social alienation. Our findings not only provide insight into the relationship between territoriality and idea implementation, but also clarify the effect of motivational climate on this relationship. Implications for practice and future research are discussed.
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