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The impact of efficacy on work attitudes across cultures

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  • Luthans, Fred
  • Zhu, Weichun
  • Avolio, Bruce J.

Abstract

To answer the call for more cross-cultural research, this study analyzed the efficacy and work attitudes of employee samples from the U.S. and Southeast Asia (Indonesia, Malaysia, and Thailand). The results showed that across these two samples, general efficacy had a significant positive relationship with organizational commitment and a significant negative relationship with intention to turnover. Further analysis also indicated that job satisfaction mediated the relationship between general efficacy and organizational commitment and intention to quit in the U.S. sample. The relationship between general efficacy and organizational commitment was stronger in the U.S. than in the three combined countries sampled in Southeast Asia.

Suggested Citation

  • Luthans, Fred & Zhu, Weichun & Avolio, Bruce J., 2006. "The impact of efficacy on work attitudes across cultures," Journal of World Business, Elsevier, vol. 41(2), pages 121-132, June.
  • Handle: RePEc:eee:worbus:v:41:y:2006:i:2:p:121-132
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    References listed on IDEAS

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    1. Hofstede, Geert, 2003. "What is culture? A reply to Baskerville," Accounting, Organizations and Society, Elsevier, vol. 28(7-8), pages 811-813.
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    Cited by:

    1. Bstieler, Ludwig & Hemmert, Martin, 2008. "Developing trust in vertical product development partnerships: A comparison of South Korea and Austria," Journal of World Business, Elsevier, vol. 43(1), pages 35-46, January.
    2. Yoshitaka Yamazaki, 2012. "Learning style and confidence: an empirical investigation of Japanese employees," Working Papers EMS_2012_09, Research Institute, International University of Japan.
    3. Yoshitaka Yamazaki, 2012. "Job satisfaction and confidence of Asian managers in Japanese MNCs," Working Papers EMS_2012_22, Research Institute, International University of Japan.
    4. Farndale, Elaine & Scullion, Hugh & Sparrow, Paul, 2010. "The role of the corporate HR function in global talent management," Journal of World Business, Elsevier, vol. 45(2), pages 161-168, April.
    5. Bagchi, Kallol & Kirs, Peeter & Udo, Godwin & Cerveny, Robert, 2015. "Characteristics and determinants of insourced and offshored projects: A comparative analysis," Journal of World Business, Elsevier, vol. 50(1), pages 108-121.
    6. Juliarti Jayani & Yoshitaka Yamazaki, 2012. "A Return on Investment Approach to Training Evaluation in Public Sectors," Working Papers EMS_2012_13, Research Institute, International University of Japan.
    7. Kim Nimon & Brad Shuck & Drea Zigarmi, 2016. "Construct Overlap Between Employee Engagement and Job Satisfaction: A Function of Semantic Equivalence?," Journal of Happiness Studies, Springer, vol. 17(3), pages 1149-1171, June.
    8. Li, Chengguang & Parboteeah, K. Praveen, 2015. "The effect of culture on the responsiveness of firms to mimetic forces: Imitative foreign joint venture entries into China, 1985–2003," Journal of World Business, Elsevier, vol. 50(3), pages 465-476.
    9. Jonathan Doh & Stephen Stumpf & Walter Tymon, 2011. "Responsible Leadership Helps Retain Talent in India," Journal of Business Ethics, Springer, vol. 98(1), pages 85-100, January.
    10. Tymon Jr., Walter G. & Stumpf, Stephen A. & Doh, Jonathan P., 2010. "Exploring talent management in India: The neglected role of intrinsic rewards," Journal of World Business, Elsevier, vol. 45(2), pages 109-121, April.
    11. Teresa Rothausen & Jorge Gonzalez & Andrea Griffin, 2009. "Are all the parts there everywhere? Facet job satisfaction in the United States and the Philippines," Asia Pacific Journal of Management, Springer, vol. 26(4), pages 681-700, December.

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