Title
The role of co-operation and competition on leader-member exchange and extra-role performance in China
Document Type
Journal article
Source Publication
Asia Pacific Journal of Human Resources
Publication Date
8-1-2008
Volume
46
Issue
2
First Page
133
Last Page
152
Keywords
Co-operation, Competition, Leader-member exchange, Organizational citizenship behaviour
Abstract
This study examines antecedents and outcomes of leader-member exchange (LMX) in China by relating the theory of co-operation and competition and the research on organizational citizenship behavior (OCB) to LMX. One hundred and seventy supervisor-subordinate dyads in a watch-case manufacturing factory in southern China were studied. Co-operation and competition and LMX were assessed by subordinates, and OCB by their immediate supervisors. Structural equation modeling analyses indicated that co-operation and competition predicted LMX, which in turn predicted OCB. These results were interpreted as further suggesting that a quality relationship between leader and follower is important and that the theory of co-operation and competition can guide budding this relationship.
DOI
10.1177/1038411108091753.
Print ISSN
10384111
E-ISSN
17447941
Publisher Statement
Copyright © 2008 Australian Human Resources Institute
Access to external full text or publisher's version may require subscription.
Full-text Version
Publisher’s Version
Language
English
Recommended Citation
Hui, C., Law, K. S., Chen, N. Y. F., & Tjosvold, D. (2008). The role of co-operation and competition on leader-member exchange and extra-role performance in China. Asia Pacific Journal of Human Resources, 46(2), 133-152. doi: 10.1177/1038411108091753.
