Advancing theory and research on employee behavior in China

Abstract

PurposeThe purpose of this paper is to provide an introduction to the special issue on employee behavior in China. It aims to highlight the importance of advancing theory and research on the topic, and to suggest that many of our theories are underdeveloped because they do not consider the critical role that culture plays in understanding behavior in organizations.Design/methodology/approachThis is a conceptual paper and does not employ research methods.FindingsThe results of studies included in the review suggest that Chinese employees' reactions to workplace bullying, layoff policies, autonomy and supervision, affective commitment, and moral leadership are related to their attitudes and behaviors. They also indicate that some unique Chinese values and perspectives may be related to the same criterion variables.Practical implicationsThe review of articles in the special issue suggests that managers in Chinese organizations may want to control workplace bullying, develop fair layoff policies, enhance affective commitment to change, consider employees' traditional values, and develop fair employment policies because they are related to employees' attitudes and behaviors.Originality/valueThis review provides a unique perspective on employee behavior because it considers such behavior in a Chinese context. It also offers important implications for current theory, future research, practice, and society as a whole.