ethics, person-organization fit, attraction, retention, corporate social responsibility, corporate social performance,

This paper reports on a qualitative study exploring how distributed patterns of leadership manifest themselves in project teams within a Higher Education institution. The emphasis is on both the 'what' and the 'how' of distributed leadership, thus providing an account of the nature of distributed leadership in higher education and the factors which were found to enhance and inhibit its occurrence and effectiveness. The findings are presented in a model of distributed leadership which seeks to provide an integrative account and a framework for further study. The conclusions focus on both the theoretical implications for the study of distributed leadership and the practical implications for HE institutions wishing to promote effective leadership.

Prosocial work behaviors in a globalized environment do not operate in a cultural vacuum. We assess to what extent voice and helping organizational citizenship behaviors (OCBs) vary across cultures, depending on employees' perceived level of organizational formalization and national uncertainty. We predict that in contexts of uncertainty, cognitive resources are engaged in coping with this uncertainty. Organizational formalization can provide structure that frees up cognitive resources to engage in OCB. In contrast, in contexts of low uncertainty, organizational formalization is not necessary for providing structure and may increase constraints on discretionary behavior. A three-level hierarchical linear modeling analysis of data from 7,537 employees in 267 organizations across 17 countries provides broad support for our hypothesis: perceived organizational formalization is weakly related to OCB, but where uncertainty is high; formalization facilitates voice significantly, helping OCB to a lesser extent. Our findings contribute to clarifying the dynamics between perceptions of norms at organizational and national levels for understanding when employees may engage in helping and voice behaviors. The key implication is that managers can foster OCB through organizational formalization interventions in uncertain environments that are cognitively demanding.

Previous research examined whether justice effects are comparable, focusing on quantitative differences in justice effects. This study examines whether justice perceptions are structured similarly or whether they are qualitatively different across working populations from 13 nations. Confirmatory factor analysis and multi-group analysis show that Colquitt's (J Appl Psychol 86:386-400, 2001) fourdimensional model of justice works well across these samples. However, factor intercorrelations and reliabilities are found to systematically vary between cultural

Research investigating predictors of stress perceptions in organisational settings has been extensive. Value incongruence between employees and the organisation as well as organisational justice (distributive, procedural, informational, and interpersonal) are thought to be significant predictors of organisational outcomes. The current study investigated value incongruence and organisational justice as predictors of perceived stress in a sample of 362 organisational employees in Beirut, Lebanon. Results indicated that incongruence on value types of benevolence, power, and self-direction are weakly predictive of perceived stress, while perceptions of interpersonal and distributive injustice are strongly predictive of perceived stress in the Lebanese organisational context. Implications of these differential findings for organisational and cross-cultural research are discussed.a pps_423 701..720Nombreuses ont été les recherches sur les prédicteurs du vécu du stress dans les organisations. La contradiction des valeurs des salariés et de l'organisation ainsi que la justice organisationnelle (distributive, procédurale, informationnelle et interpersonnelle) sont considérées comme étant des prédicteurs efficaces des réalités organisationnelles. Ce travail porte sur l'incohérence des valeurs et la justice organisationnelle en tant que prédicteurs du stress ressenti dans un échantillon de 362 salariés de Beyrouth (Liban). Les résultats montrent que des contradictions sur des valeurs comme la bienveillance, le pouvoir et l'autonomie sont peu prédictives du stress perçu, tandis que la perception des injustices interpersonnelle et distributive est fortement prédic-tive du stress ressenti dans le contexte organisationnel libanais. On discute des retombées de ces résultats différentiels sur les travaux organisationnels et transculturels.