Abstract
This article reports the results of a field study that evaluated behavioral responses to low job satisfaction of participants in Hong Kong and New Zealand. Culture, measured by vertical and horizontal individualism and collectivism, had both main and moderating effects on responses. First, cultural groups responded differently to low job satisfaction with exit, voice, loyalty, or neglect. Second, culture moderated the effect of quality of job alternatives and job satisfaction on exit and loyalty, and moderated the effect of quality of job alternatives on voice.
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*David C. Thomas is an Associate Professor at Simon Fraser University. His research is concerned with cross-cultural interactions in organizational settings.
**Kevin Au is Associate Professor at the Chinese University of Hong Kong. His research interests include cross-cultural methods, intra-cultural interaction, and various management issues in MNCs.
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Thomas, D., Au, K. The Effect of Cultural Differences on Behavioral Responses to Low Job Satisfaction. J Int Bus Stud 33, 309–326 (2002). https://doi.org/10.1057/palgrave.jibs.8491018
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DOI: https://doi.org/10.1057/palgrave.jibs.8491018