PurposeThe purpose of this paper is to develop an interactionist framework for examining how the cultural dimension of collectivism interacts with workplace attributes to influence organizational commitment.Design/methodology/approachThese issues are studied by using a longitudinal survey to examine the development of affective organizational commitment by a racially diverse set of young professionals in the USA.FindingsConsistent with predictions, results showed a significant two‐way interaction between the cultural dimension of collectivism and organizational rewards on employees’ commitment.Research limitations/implicationsThese results suggest that research may benefit from the development of theory that simultaneously considers the role that workplace attributes and cultural values play in shaping organizational commitment.Practical implicationsThe findings of this study suggest that organizations may increase existing employees’ commitment by strategically managing the types of rewards they provide to employees with different cultural values.Originality/valueWhile an extensive amount of research has been conducted on affective organizational commitment, the question of whether employees’ cultural values influence commitment formation is still largely unanswered. Thus, this study provides initial evidence on the interactive effect of culture and rewards on the formation of employee commitment.

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Current theory and research suggest a positive linear relationship between perceived organizational support (POS) and employees' taking charge, or change-suggesting, behaviors. Via a sample of 89 subordinate-supervisor dyads, we hypothesize and test an inverted U-shaped relationship between employees' POS and their taking charge behaviors and the likelihood that this curvilinear pattern is accentuated when employees anticipate costs related to their taking charge. Results support both of these patterns. We conclude by discussing our findings' implications regarding future needed sensitivity on the part of managers as well as management scholars regarding how to gauge optimal levels of POS.Prior work has theoretically and/or empirically noted that employees' proactive behaviors in general and their "taking charge" behaviors in particular (i.e., change-making or Acknowledgments: The authors would like to acknowledge Elizabeth W. Morrison, In-Sue Oh, Paulette Johnson, and the two anonymous JOM reviewers for their guidance on this article.

Purpose The purpose of this paper is to use insights from role congruity theory to explore how organizational context moderates the relationship between the representation of women on boards and corporate social performance (CSP). Design/methodology/approach The hypotheses are tested using a panel of S&P 500 firms observed from 2001 to 2011. The authors utilize the generalized estimating equations technique with Heckman’s two-stage approach to correct for endogeneity. Findings The findings reveal that four firm-level variables – voluntary initiative membership, deviation from prior financial performance, internationalization and product diversification – moderate the relationship between the representation of women on boards and CSP. These findings suggest that women directors have the ability to prioritize and advocate for social issues in the boardroom to a greater extent when firms provide a context that values their communal orientation. In contrast, the relationship between women directors and CSP weakens when the context encourages a focus on the bottom line. Originality/value This study reconciles mixed findings from previous research and contributes to a better understanding of the relationship between women directors and social performance by providing a theory-driven perspective of the circumstances under which women directors have a stronger or weaker impact on CSP. The authors extend role congruity theory by integrating contextual factors that may either diminish or amplify the effects of the expected directors’ gender roles on their behavior and decision making.

PurposeThe purpose of this study is to examine the degree to which differences and similarities exist between female and male business professionals.Design/methodology/approachA total of 1,164 students from three English‐speaking countries completed a 75‐item multi‐dimensional tool that consists of 17 empirically independent work preference constructs associated with psychological learning styles, work values, work interests, and personality temperament.FindingsThere are few notable or significant differences between the work preferences of female and male business professionals within each country. Differences between the work preferences of female and male business professionals are not consistent from nation to nation.Research limitations/implicationsAdditional research on gender differences of work preferences needs to include larger samples of college students majoring in non‐business subjects as well as working adults drawn from related occupational fields.Practical implicationsManagers need to understand that biological sex may be irrelevant when it comes to the selection, placement, training, development, and appraisal of employees.Originality/valueContrary to prior research, the results refute the existence of work‐related differences between females and males.