Journal of Organizational Behavior
special issue call for papers:
Organizational Behavior Issues in China
The editors of the Journal of Organizational Behavior intend to publish a special issue of the journal on the subject of ‘Organizational Behavior Issues in China.’
Weichun Zhu, Pennsylvania State University
Fred O. Walumbwa, Arizona State University
Hongwei He, University of Warwick
Kenneth S. Law, Chinese University Hong Kong
Jiing-Lih Farh, Hong Kong University of Science and Technology
Background and Rationale for this Special Issue
Deng Xiaoping’s “Reform and Open Policy” started in 1978, China’s
economy has been growing rapidly, and today is the second largest
economy in the world. In the globalization age, China’s economy has
become more integrated and increasingly interdependent with the rest of
the world. In this historical transformative moment, practitioners and
academics alike have shown growing interests in management issues in the
Chinese context. For example, we have seen an increasing number of
organizational behavior (OB) studies using Chinese samples published in
international OB and management journals each year. Although these OB
studies have undoubtedly shed light on the uniqueness and complexity of
OB issues in China, most of these studies tend to rely heavily on
Western OB theories and paradigms in testing their proposed hypotheses
and make little reference to the contextual factors or indigenous
theorization process. Thus, there is still very limited evidence to
suggest that these OB theories developed in the Western contexts are
fully aligned with Chinese traditional culture, history, and current
economic, social, and cultural developmental stages.
In one Journal of Organizational Behavior editorial
(2001), Rousseau and Fried promulgated the need for contextualized
organizational behavior (OB) research. They cited two reasons for the
importance of contextualization of OB research: the internationalization
of OB research domain and the diversification of work and work settings
in different cultures. Tsui (2004) made a distinction between
context-embedded research and context-specific indigenous research based
on the degree of contextualization. Whereas context-embedded research
are “context-sensitive” and explicitly modeling contextual factors as
either main effects or as moderators, the indigenous research goes
beyond testing an existing theory to use scientific methods to study
local phenomena by using local language, local subjects, and locally
meaningful constructs (Tsui, 2004, 2006).
high-quality culturally-embedded and indigenous research is
particularly important in advancing global OB and management research
(Tsui, 2004, 2006), with a few exceptions (e.g., organizational
citizenship behavior [OCB] in China, paternalistic leadership [Cheng,
Farh, & Chou, 2006], and Guanxi), there is a general lack of
research on Chinese indigenous OB theories. Therefore, how Chinese OB
issues (e.g., OCB, motivation, communication, emotion display &
regulation, team functioning, organizational culture, leadership styles,
organizational justice, etc.) have been embedded in Chinese history,
traditional cultures, and current economic, social, and political
environments is far from fully clear to the outside world. Another
reality is that the Chinese context is complex and can be influenced by
different political systems (Mainland China, Hong Kong, Taiwan),
different stages of economic development, the extent of economic
integration with the rest of the world, and different types of
organizational ownerships (e.g., state-owned, western-owned, joint
ventures, privately-owned, etc.). To understand these complexities and
unique situations there is a need for a systematic and integrative
exploration of OB issues in Chinese organizations.
Potential Topics/Ideas for Contributors
special issue seeks to bring together a number of theoretical and
empirical papers to systematically and comprehensively advance OB
research in the Chinese context. In this special issue, the papers will
address the historical, philosophical, social, and cultural contexts in
which Chinese OB is contingent and built upon.
Possible questions to be addressed by papers in the special issue include, but are not limited to:
What are the philosophical, cultural, social, economic, political, and media factors that are shaping OB in today’s China?
What are the core cross-cultural OB differences between China and
the West and other parts of the world (e.g., other eastern cultures)?
How do historical and contemporary changes and developments,
including the revolution, market economy, reform and open policy,
western civilization, information age, and globalization in the 21st century, interact to co-influence Chinese managers’ and employees’ values, norms, patterns, and behaviors and expectations?
Are there any generational differences in Chinese employees, for
example, how do those who grew up with the “Cultural Revolution”
experience differ from those who grew up in the age of “Reform Stage” in
their values, beliefs, work attitudes, and experiences in the
Indigenous conceptualization, theorization, and measurement
development (e.g., leadership styles, emotional regulation,
psychological contract, organizational communications, organizational
trust, organizational justice, organizational culture, OCB, and deviant
behavior) in Chinese contexts.
How do people display and regulate their emotions in Chinese
organizations? Are there any Chinese cultural values, norms or beliefs
that are relevant to specific emotional display and regulation in
Do the functioning and performance of work teams in Chinese
organizations differ from organizations in the West and elsewhere? What
are the unique factors (e.g., organizational culture or national
culture) that account for these differences, if any?
How do Chinese expatriates adapt to the life and work environment in
other cultures and countries? What factors can account for job
performances of those expatriates?
How does Guanxi develop in teams, among colleagues, and between
leaders and followers? How does Guanxi affect employees’ well-beings,
attitudes, and behaviors in Chinese organizations?
Are there any within-Chinese cultural differences (i.e., Mainland
China vs. Taiwan or Hong Kong, Taiwan vs. Hong Kong)? Even within
Mainland China, are there any differences in OB behaviors, including
communication and emotional regulation behaviors, in different
regions/provinces? What would account for such differences, if any?
Critical evaluation of the application of Western OB
concepts/theories in the Chinese contexts. Can Chinese indigenous OB
theories be applied to other cultures, including the West and other
parts of the world?
Contributors should note:
This call is open and competitive, and the submitted papers will be blindly reviewed in the normal way.
Submitted papers must be based on original material not under consideration by any other journal or outlet.
For empirical papers based on data sets from which multiple papers
have been generated, the editors must be provided with copies of all
other papers based on the same data.
The editors will select a number of papers to be included in the
special issue, but other papers submitted in this process may be
recommended to be published in other issues of the journal.
The deadline for submissions is February 1st2014.
Papers to be considered for this special issue should be submitted online via http://mc.manuscriptcentral.com/job
‘Special Issue Paper’ as the Manuscript Type). Please direct questions
about the submission process, or any administrative matter, to the
Managing Editor at JOBedoffice@wiley.com.
The editors of the special issue are very happy to discuss initial ideas for papers, and can be contacted directly at:
Cheng, B. S., Farh, J. L., & Chou, L. F. 2006. Paternalistic leadership: Model and evidence. Taipei, Taiwan: Hwa Tai Publishing. (in Chinese).
Rousseau, D. M., & Fried, Y. (2001). Location, location, location: Contextualizing organizational research. Journal of Organizational Behavior, 22(1), 1-13.
Tsui, A. S. (2004). Contributing to global management knowledge: A case for high quality indigenous research.Asia Pacific Journal of Management, 21(4), 491-513.
Tsui, A. S. (2006). Contextualization in Chinese management research. Management and Organization Review, 2(1), 1-13.