Over the past two decades, management scholars have become more like hedgehogs: focused on narrowly specified research questions, and applying a clearly defined, highly sophisticated research methodology (Meyer, 2014: 374).The trend of decontextualisation in research on organisational behaviour (OB) and human resource management (HRM) at the firm and individual level in the past two decades is undoubtedly discernible (e.g., Jackson, Schuler, & Jiang, 2014;Kaufman, 2015). This is perhaps not surprising given the dominance of the U.S. paradigm in management and organisation research, which has been traditionally biased toward the generation of universal, general, or context-free knowledge (Rousseau & Fried, 2001). Although micro-level HRM studies that are increasingly having an OB focus might have become less sensitive to context as critics have observed, research in the international