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

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