Papers by Salar Mesdaghinia
Journal of International Business Studies
The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal... more The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in Western cultures because employees are more likely to see the self as independent and understand their relationship with the organization in terms of reciprocity. However, the social-identity perspective suggests that POS effects are stronger in Eastern cultures because employees are more likely to see the self as interdependent and are more attuned to organizational support as an identity-related cue. Addressing these competing hypotheses, meta-analytic results from 827 independent samples (n = 332,277) across 54 countries show support for both perspectives. In the West, POS was more strongly associated with social-exchange processes than organizational-identification processes. In contrast, In the East, POS was more strongly associated with organizational-identification processes than social-exchange processes. Overall, POS was more strongly related to job attitudes and performance in the East than in the West. Cultural differences in POS effects on attitudinal outcomes were found to be increasing over time. We discuss the implications of these findings for organizational-support theory and research. Journal of International Business Studies (2020) 51, 933-962.
Academy of Management Proceedings
Academy of Management Proceedings
Journal of Business Ethics
Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of... more Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of producing superior results for themselves and their companies. Our study investigated two drawbacks of such leader bottom-line mentality (BLM, i.e., an exclusive focus on bottom-line outcomes at the expense of other priorities). First, based on leaders’ power over followers, we hypothesized that leader BLM promotes unethical pro-leader behaviors (UPLB, i.e., behaviors that are intended to benefit the leader, but violate ethical norms) among followers. Second, based on cognitive dissonance theory, we hypothesized that UPLB, and leader BLM via UPLB, increase turnover intention among employees with a strong moral identity. Data collected from 153 employees of various organizations supported our hypotheses. In particular, leader BLM was positively related to followers’ UPLB. Further, for employees with a stronger (rather than weaker) moral identity: 1) UPLB was positively related to turnover intention; and 2) leader BLM was related to turnover intention via UPLB.
Journal of Change Management
Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. Ho... more Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. However, timesizing carries problems in terms of employee stress, attitudes, and performance. Based on the transactional theory of stress and the job demands-resources model, the authors proposed that timesizing proximity and perceived organizational support (POS) interactively predict employee stress appraisal and its outcomes. Through a field quasi-experiment involving 251 employees and their supervisors in a social service agency that was undergoing timesizing, the study found that higher POS minimized the effect of timesizing proximity on employees’ stress appraisal. In turn, stress appraisal was related to a number of cross-sectionally assessed outcomes including emotional exhaustion, reduced affective commitment to change, and reduced extra-role performance. These results highlight POS as a key organizational resource that lessens the negative consequences of proximity to timesizing.
The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal... more The authors meta-analyze relationships of perceived organizational support (POS) with attitudinal and behavioral outcomes in Western (i.e., horizontal-individualistic) and Eastern (i.e., vertical-collectivistic) cultures. The social-exchange perspective suggests that POS effects are stronger in Western cultures because employees are more likely to see the self as independent and understand their relationship with the organization in terms of reciprocity. However, the social-identity perspective suggests that POS effects are stronger in Eastern cultures because employees are more likely to see the self as interdependent and are more attuned to organizational support as an identity-related cue. Addressing these competing hypotheses, meta-analytic results from 827 independent samples (n = 332,277) across 54 countries show support for both perspectives. In the West, POS was more strongly associated with social-exchange processes than organizational-identification processes. In contrast, In the East, POS was more strongly associated with organizational-identification processes than social-exchange processes. Overall, POS was more strongly related to job attitudes and performance in the East than in the West. Cultural differences in POS effects on attitudinal outcomes were found to be increasing over time. We discuss the implications of these findings for organizational-support theory and research. Journal of International Business Studies (2020) 51, 933-962.
Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. Ho... more Timesizing, i.e. reduced work hours, has emerged as a less problematic alternative to layoffs. However, timesizing carries problems in terms of employee stress, attitudes, and performance. Based on the transactional theory of stress and the job demands-resources model, the authors proposed that timesizing proximity and perceived organizational support (POS) interactively predict employee stress appraisal and its outcomes. Through a field quasi-experiment involving 251 employees and their supervisors in a social service agency that was undergoing timesizing, the study found that higher POS minimized the effect of timesizing proximity on employees’ stress appraisal. In turn, stress appraisal was related to a number of cross-sectionally assessed outcomes including emotional exhaustion, reduced affective commitment to change, and reduced extra-role performance. These results highlight POS as a key organizational resource that lessens the negative consequences of proximity to timesizing.
Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of... more Many business leaders vigorously and single-mindedly pursue bottom-line outcomes with the hope of producing superior results for themselves and their companies. Our study investigated two drawbacks of such leader bottom-line mentality (BLM, i.e., an exclusive focus on bottom-line outcomes at the expense of other priorities). First, based on leaders’ power over followers, we hypothesized that leader BLM promotes unethical pro-leader behaviors (UPLB, i.e., behaviors that are intended to benefit the leader, but violate ethical norms) among followers. Second, based on cognitive dissonance theory, we hypothesized that UPLB, and leader BLM via UPLB, increase turnover intention among employees with a strong moral identity. Data collected from 153 employees of various organizations supported our hypotheses. In particular, leader BLM was positively related to followers’ UPLB. Further, for employees with a stronger (rather than weaker) moral identity: 1) UPLB was positively related to turnover intention; and 2) leader BLM was related to turnover intention via UPLB.
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Papers by Salar Mesdaghinia