## TABLE 0i. IB## Descriptive Statistics:
## ────────────────────────────────────────────────────────────────────────────────
## N (NA) Mean SD | Median Min Max Skewness Kurtosis
## ────────────────────────────────────────────────────────────────────────────────
## aaa.hsraw.r* 196 246 71.56 38.67 | 69.50 1.00 141.00 0.03 -1.11
## aaa.hscorrected.r* 169 273 49.26 30.05 | 43.00 1.00 108.00 0.28 -1.12
## aaa.horaw.r* 168 274 35.39 20.83 | 29.00 1.00 81.00 0.35 -0.79
## aaa.hocorrected.r 43 399 0.11 0.09 | 0.09 -0.06 0.34 0.52 -0.37
## ────────────────────────────────────────────────────────────────────────────────
##
## NOTE: `aaa.hsraw.r`, `aaa.hscorrected.r`, `aaa.horaw.r` transformed to numeric.## TABLE 0o. OB## Descriptive Statistics:
## ────────────────────────────────────────────────────────────────────────────────
## N (NA) Mean SD | Median Min Max Skewness Kurtosis
## ────────────────────────────────────────────────────────────────────────────────
## aaa.hsraw.r* 448 351 69.90 31.08 | 74.00 1.00 118.00 -0.54 -0.73
## aaa.hscorrected.r* 595 204 81.24 40.54 | 88.00 1.00 147.00 -0.43 -0.93
## aaa.horaw.r* 100 699 31.37 18.82 | 30.50 1.00 66.00 0.06 -1.15
## aaa.hocorrected.r 94 705 0.10 0.29 | 0.20 -0.46 0.61 -0.20 -1.37
## ────────────────────────────────────────────────────────────────────────────────
##
## NOTE: `aaa.hsraw.r`, `aaa.hscorrected.r`, `aaa.horaw.r` transformed to numeric.## [1] 18## TABLE 1. All## Frequency Statistics:
## ─────────────
## N %
## ─────────────
## 0 190 14.7
## 0.5 461 35.8
## 1 638 49.5
## ─────────────
## Total N = 1,289
## Number of categories for this variable: 3## TABLE 1i. IB## Frequency Statistics:
## ─────────────
## N %
## ─────────────
## 0 61 13.8
## 0.5 74 16.7
## 1 307 69.5
## ─────────────
## Total N = 442
## Number of categories for this variable: 3## TABLE 1o. OB## Frequency Statistics:
## ─────────────
## N %
## ─────────────
## 0 123 15.4
## 0.5 367 45.9
## 1 309 38.7
## ─────────────
## Total N = 799
## Number of categories for this variable: 3## TABLE 1b. Number of effect sizes across countries## Frequency Statistics:
## ────────────
## N %
## ────────────
## 1061 2 4.2
## 1129 4 8.3
## 1254 5 10.4
## 1883 7 14.6
## 1896 4 8.3
## 191 9 18.8
## 1948 2 4.2
## 2243 8 16.7
## 921 7 14.6
## ────────────
## Total N = 48
## Number of categories for this variable: 9## TABLE 2. All## Frequency Statistics:
## ──────────────────
## N %
## ──────────────────
## 1061 8 0.6
## 11 22 1.7
## 1117 12 0.9
## 1129 4 0.3
## 1135 6 0.5
## 1137 6 0.5
## 1147 4 0.3
## 1204 2 0.2
## 1222 8 0.6
## 1245 29 2.2
## 1254 5 0.4
## 1263 3 0.2
## 130 6 0.5
## 1340 4 0.3
## 1412 12 0.9
## 1418 2 0.2
## 1444 32 2.5
## 1505 16 1.2
## 1521 6 0.5
## 1554 4 0.3
## 1612 12 0.9
## 1667 4 0.3
## 1694 6 0.5
## 1699 21 1.6
## 1705 22 1.7
## 1728 18 1.4
## 1814 4 0.3
## 1821 14 1.1
## 1847 15 1.2
## 1850 54 4.2
## 1852 2 0.2
## 1862 8 0.6
## 1883 7 0.5
## 1896 6 0.5
## 1905 20 1.6
## 191 33 2.6
## 1938 16 1.2
## 1948 2 0.2
## 1978 74 5.7
## 2000 12 0.9
## 2006 12 0.9
## 2018 6 0.5
## 2029 24 1.9
## 2035 21 1.6
## 2044 10 0.8
## 2050 20 1.6
## 2063 4 0.3
## 2068 16 1.2
## 2091 2 0.2
## 2119 4 0.3
## 2128 6 0.5
## 2131 6 0.5
## 2136 42 3.3
## 2243 8 0.6
## 2300 12 0.9
## 2327 12 0.9
## 2353 6 0.5
## 2358 8 0.6
## 2361 6 0.5
## 2379 28 2.2
## 2407 2 0.2
## 2492 2 0.2
## 2496 2 0.2
## 2515 10 0.8
## 2517 6 0.5
## 2555 118 9.2
## 2559 2 0.2
## 270 8 0.6
## 373 9 0.7
## 394 12 0.9
## 461 22 1.7
## 483 10 0.8
## 484 4 0.3
## 485 8 0.6
## 501 12 0.9
## 5055 2 0.2
## 51 3 0.2
## 5275 10 0.8
## 5365 32 2.5
## 560 18 1.4
## 754 2 0.2
## 785 34 2.6
## 787 4 0.3
## 817 12 0.9
## 828 20 1.6
## 877 46 3.6
## 921 20 1.6
## Liang2022 12 0.9
## LiuJOM 53 4.1
## ──────────────────
## Total N = 1,289
## Number of categories for this variable: 89## TABLE 2i. IB## Frequency Statistics:
## ───────────────
## N %
## ───────────────
## 1061 2 0.5
## 1137 6 1.4
## 1222 8 1.8
## 1245 29 6.6
## 1263 3 0.7
## 1412 12 2.7
## 1444 32 7.2
## 1505 16 3.6
## 1554 4 0.9
## 1612 12 2.7
## 1896 2 0.5
## 1905 20 4.5
## 191 24 5.4
## 2006 12 2.7
## 2035 21 4.8
## 2044 10 2.3
## 2050 20 4.5
## 2119 4 0.9
## 2300 12 2.7
## 2327 12 2.7
## 2361 6 1.4
## 2379 28 6.3
## 2407 2 0.5
## 2492 2 0.5
## 2496 2 0.5
## 2517 6 1.4
## 2559 2 0.5
## 373 9 2.0
## 394 12 2.7
## 484 4 0.9
## 51 3 0.7
## 560 18 4.1
## 785 34 7.7
## LiuJOM 53 12.0
## ───────────────
## Total N = 442
## Number of categories for this variable: 34## TABLE 2o. OB## Frequency Statistics:
## ───────────────────
## N %
## ───────────────────
## 1061 4 0.5
## 11 22 2.8
## 1117 12 1.5
## 1135 6 0.8
## 1147 4 0.5
## 1204 2 0.3
## 130 6 0.8
## 1340 4 0.5
## 1418 2 0.3
## 1521 6 0.8
## 1667 4 0.5
## 1694 6 0.8
## 1699 21 2.6
## 1705 22 2.8
## 1728 18 2.3
## 1814 4 0.5
## 1821 14 1.8
## 1847 15 1.9
## 1850 54 6.8
## 1852 2 0.3
## 1862 8 1.0
## 1938 16 2.0
## 1978 74 9.3
## 2000 12 1.5
## 2018 6 0.8
## 2029 24 3.0
## 2063 4 0.5
## 2068 16 2.0
## 2091 2 0.3
## 2128 6 0.8
## 2131 6 0.8
## 2136 42 5.3
## 2353 6 0.8
## 2358 8 1.0
## 2515 10 1.3
## 2555 118 14.8
## 270 8 1.0
## 461 22 2.8
## 483 10 1.3
## 485 8 1.0
## 501 12 1.5
## 5055 2 0.3
## 5275 10 1.3
## 5365 32 4.0
## 754 2 0.3
## 787 4 0.5
## 817 12 1.5
## 828 20 2.5
## 877 46 5.8
## 921 13 1.6
## Liang2022 12 1.5
## ───────────────────
## Total N = 799
## Number of categories for this variable: 51## TABLE 2b. IBOB## Frequency Statistics:
## ────────────
## N %
## ────────────
## 1061 2 4.2
## 1129 4 8.3
## 1254 5 10.4
## 1883 7 14.6
## 1896 4 8.3
## 191 9 18.8
## 1948 2 4.2
## 2243 8 16.7
## 921 7 14.6
## ────────────
## Total N = 48
## Number of categories for this variable: 9## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────────────────────
## IB#Attracting Institutional Factor#Attracting Economic Institutional Factor#Customer demand 2 0.2
## IB#Attracting Institutional Factor#Attracting Economic Institutional Factor#FDI attractiveness 12 1.2
## IB#Attracting Institutional Factor#Attracting Economic Institutional Factor#Subsidy 2 0.2
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor#democratic institution 2 0.2
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor#institutional quality 2 0.2
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor#political stability 2 0.2
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor#Regulation 4 0.4
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor#rule of law 2 0.2
## IB#Detering Institutional Factor#Detering Economic Institutional Factor#Firm Risk 2 0.2
## IB#Detering Institutional Factor#Detering Economic Institutional Factor#Market Concentration 2 0.2
## IB#Detering Institutional Factor#Detering Economic Institutional Factor#Stakeholder norms 2 0.2
## IB#Detering Institutional Factor#Detering Economic Institutional Factor#Tax rates 2 0.2
## IB#Detering Institutional Factor#Detering Societal Institutional Factor#Contextual distance 2 0.2
## IB#Detering Institutional Factor#Detering Societal Institutional Factor#Corruption 2 0.2
## IB#Detering Institutional Factor#Detering Societal Institutional Factor#Cultural differences 6 0.6
## IB#Detering Institutional Factor#Detering Societal Institutional Factor#Cultural Distance 16 1.6
## IB#Detering Institutional Factor#Detering Societal Institutional Factor#host country risk 12 1.2
## IB#Organizational Outcome#general performance#Business Performance 28 2.9
## IB#Organizational Outcome#general performance#corporate performance 29 3.0
## IB#Organizational Outcome#general performance#family firm performance 12 1.2
## IB#Organizational Outcome#general performance#firm performance 68 6.9
## IB#Organizational Outcome#general performance#Firm performance 18 1.8
## IB#Organizational Outcome#general performance#Firm Performance 3 0.3
## IB#Organizational Outcome#general performance#General Performance 12 1.2
## IB#Organizational Outcome#general performance#international strategic alliances(ISA) performance 2 0.2
## IB#Organizational Outcome#general performance#market performance 6 0.6
## IB#Organizational Outcome#general performance#organization performance 2 0.2
## IB#Organizational Outcome#general performance#Organizational performance 2 0.2
## IB#Organizational Outcome#general performance#Organizational Performance 12 1.2
## IB#Organizational Outcome#general performance#Overall performance 12 1.2
## IB#Organizational Outcome#general performance#performance 25 2.6
## IB#Organizational Outcome#general performance#Performance 18 1.8
## IB#Organizational Outcome#general performance#Performance-related consequences 7 0.7
## IB#Organizational Outcome#general performance#SME performance 3 0.3
## IB#Organizational Outcome#general performance#VC funded firm performance 2 0.2
## IB#Organizational Outcome#innovation#Environmental innovation 16 1.6
## IB#Organizational Outcome#innovation#Innovation 10 1.0
## IB#Organizational Outcome#Innovation#Innovation 21 2.1
## IB#Organizational Outcome#internationalization#Entry strategy 3 0.3
## IB#Organizational Outcome#internationalization#Export Market Orientation 7 0.7
## IB#Organizational Outcome#Internationalization#Export Market Orientation 14 1.4
## IB#Organizational Outcome#internationalization#foreign ownership strategy 12 1.2
## IB#Organizational Outcome#Internationalization#International Business Combination 3 0.3
## IB#Organizational Outcome#marketing outcome#accounting performance 6 0.6
## IB#Organizational Outcome#marketing outcome#Economic performance 2 0.2
## IB#organizational outcome#marketing outcome#financial performance 4 0.4
## IB#Organizational Outcome#marketing outcome#financial performance 12 1.2
## IB#Organizational Outcome#marketing outcome#Financial Performance 12 1.2
## IB#Organizational Outcome#marketing outcome#Financial profitability 6 0.6
## IB#Organizational Outcome#marketing outcome#Future Financial Performance 2 0.2
## IB#Organizational Outcome#marketing outcome#Priori Financial Performance 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Aesthetic quality 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Corporate social performance 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Customer Commitment 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Customer Loyalty 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Customer Trust 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Environment performance 2 0.2
## IB#Organizational Outcome#non-marketing outcome#Perceived value 2 0.2
## IB#Organizational Outcome#non-marketing outcome#productivity 4 0.4
## IB#Organizational Outcome#non-marketing outcome#Strategy-related consequences 7 0.7
## IB#Organizational Outcome#organizational resource#VC investments 2 0.2
## IB#xxxinternal environment#organizational capability#Absorptive capacity(ACAP) 4 0.4
## IB#xxxinternal environment#organizational capability#Dynamic capabilities 12 1.2
## IB#xxxinternal environment#organizational capability#Efficiency 5 0.5
## IB#xxxinternal environment#organizational capability#Environmental innovation 2 0.2
## IB#xxxinternal environment#organizational capability#Firm Capabilities 7 0.7
## IB#xxxinternal environment#organizational capability#governance structures 2 0.2
## IB#xxxinternal environment#organizational capability#green innovation 2 0.2
## IB#xxxinternal environment#organizational capability#hierarchical governance 2 0.2
## IB#xxxinternal environment#organizational capability#innovation 3 0.3
## IB#xxxinternal environment#organizational capability#organizational capabilities 3 0.3
## IB#xxxinternal environment#organizational capability#relational governance 2 0.2
## IB#xxxinternal environment#organizational capability#Strategic Capabilities 10 1.0
## IB#xxxinternal environment#organizational capability#technological capabilities 2 0.2
## IB#xxxinternal environment#organizational resource#assest specificity 6 0.6
## IB#xxxinternal environment#organizational resource#breadth of knowledge sources 2 0.2
## IB#xxxinternal environment#organizational resource#Business ties 2 0.2
## IB#xxxinternal environment#organizational resource#Cohesive Networks 10 1.0
## IB#xxxinternal environment#organizational resource#Corporate Reputation 20 2.0
## IB#xxxinternal environment#organizational resource#Diverse Networks 10 1.0
## IB#xxxinternal environment#organizational resource#family firms 8 0.8
## IB#xxxinternal environment#organizational resource#family involvement 4 0.4
## IB#xxxinternal environment#organizational resource#firm size 2 0.2
## IB#xxxinternal environment#organizational resource#Firm Size 2 0.2
## IB#xxxinternal environment#organizational resource#Inter-organizational Trust 2 0.2
## IB#xxxinternal environment#organizational resource#Knowledge-Friendly Organisational Culture 12 1.2
## IB#xxxinternal environment#organizational resource#Long-term institutional ownership 2 0.2
## IB#xxxinternal environment#organizational resource#Managerial ties 2 0.2
## IB#xxxinternal environment#organizational resource#Media Visibility 2 0.2
## IB#xxxinternal environment#organizational resource#Non-VRIN resources 6 0.6
## IB#xxxinternal environment#organizational resource#organizational social capital 3 0.3
## IB#xxxinternal environment#organizational resource#Political ties 2 0.2
## IB#xxxinternal environment#organizational resource#Resources 6 0.6
## IB#xxxinternal environment#organizational resource#VRIN resources 6 0.6
## IB#xxxinternal environment#strategic orientation#Corporate venturing 3 0.3
## IB#xxxinternal environment#strategic orientation#Leadership 3 0.3
## IB#xxxinternal environment#strategic orientation#Mindsets of top managers 2 0.2
## IB#xxxinternal environment#strategic orientation#Resource dependence 10 1.0
## IB#xxxinternal environment#strategic orientation#Strategic renewal 3 0.3
## IB#xxxinternal environment#strategic process#alignment mechanism 2 0.2
## IB#xxxinternal environment#strategic process#alliance 2 0.2
## IB#xxxinternal environment#strategic process#blockholders 2 0.2
## IB#xxxinternal environment#strategic process#board independence 2 0.2
## IB#xxxinternal environment#strategic process#board interlock 2 0.2
## IB#xxxinternal environment#strategic process#CEO duality 2 0.2
## IB#xxxinternal environment#strategic process#CEO pay 2 0.2
## IB#xxxinternal environment#strategic process#environmental management practices 2 0.2
## IB#xxxinternal environment#strategic process#Environmental management system(EMS) 2 0.2
## IB#xxxinternal environment#strategic process#executive compensation 29 3.0
## IB#xxxinternal environment#strategic process#High-performance work practices (HPWPs) 28 2.9
## IB#xxxinternal environment#strategic process#HR practices 4 0.4
## IB#xxxinternal environment#strategic process#insitutional investors 2 0.2
## IB#xxxinternal environment#strategic process#Internationalization 44 4.5
## IB#xxxinternal environment#strategic process#Interorganizational arrangements 2 0.2
## IB#xxxinternal environment#strategic process#investment mechanism 2 0.2
## IB#xxxinternal environment#strategic process#joint venture 2 0.2
## IB#xxxinternal environment#strategic process#M&A 2 0.2
## IB#xxxinternal environment#strategic process#managerial ownership 2 0.2
## IB#xxxinternal environment#strategic process#monitoring mechnism 2 0.2
## IB#xxxinternal environment#strategic process#Proactive environmental strategies 10 1.0
## IB#xxxinternal environment#strategic process#Productivity Measurement and Enhancement System (ProMES) 4 0.4
## IB#xxxinternal environment#strategic process#Social&Environmental disclosures 6 0.6
## IB#xxxinternal environment#strategic process#state ownership 1 0.1
## IB#xxxinternal environment#strategic process#Strategic performance measurement systems 34 3.5
## IB#xxxinternal environment#strategy process#Business planning 2 0.2
## IB#xxxinternal environment#strategy process#environmental management practices 10 1.0
## IBOB#attitudes#behavioural intentions#Behavioural intentions 4 0.4
## IBOB#behaviors#Service innovation#Service innovation 4 0.4
## IBOB#behaviors#task performance#Employee performance 2 0.2
## IBOB#motivation#commitment#Organizational commitment 3 0.3
## IBOB#motivation#motivation to work#Entrepreneurial Self Efficacy 2 0.2
## IBOB#motivation#perceptions of support#Management support 2 0.2
## IBOB#motivation#satisfaction#Intra-organizational Trust 2 0.2
## IBOB#motivation#satisfaction#Trust 5 0.5
## IBOB#motivation#satisfation#Employee satisfaction 2 0.2
## IBOB#Organizational Outcome#general performance#firm performance 9 0.9
## IBOB#Organizational Outcome#general performance#Firm performance 4 0.4
## IBOB#Organizational Outcome#general performance#Firm Performance 2 0.2
## IBOB#Organizational Outcome#general performance#Organizational performance 9 0.9
## IBOB#Organizational Outcome#general performance#Organizational Performance 7 0.7
## IBOB#Organizational Outcome#non-marketing outcome#Aesthetic quality 2 0.2
## IBOB#Organizational Outcome#non-marketing outcome#Core product quality 2 0.2
## IBOB#organizational outcome#non-marketing outcome#service quality 8 0.8
## IBOB#Personal characteristics#KSAO#Emotional intelligence 8 0.8
## IBOB#team effectiveness#withdraw#Collective Employee Turnover 7 0.7
## IBOB#team effectiveness#withdraw#collective turnover 7 0.7
## IBOB#xxxinternal environment#organizational capability#Contractual governance 5 0.5
## ─────────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 980
## Number of categories for this variable: 147## TABLE 3o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## IBOB#attitudes#behavioural intentions#Behavioural intentions 4 0.2
## IBOB#behaviors#Service innovation#Service innovation 4 0.2
## IBOB#behaviors#task performance#Employee performance 2 0.1
## IBOB#motivation#commitment#Organizational commitment 3 0.2
## IBOB#motivation#motivation to work#Entrepreneurial Self Efficacy 2 0.1
## IBOB#motivation#perceptions of support#Management support 2 0.1
## IBOB#motivation#satisfaction#Intra-organizational Trust 2 0.1
## IBOB#motivation#satisfaction#Trust 5 0.3
## IBOB#motivation#satisfation#Employee satisfaction 2 0.1
## IBOB#Organizational Outcome#general performance#firm performance 9 0.5
## IBOB#Organizational Outcome#general performance#Firm performance 4 0.2
## IBOB#Organizational Outcome#general performance#Firm Performance 2 0.1
## IBOB#Organizational Outcome#general performance#Organizational performance 9 0.5
## IBOB#Organizational Outcome#general performance#Organizational Performance 7 0.4
## IBOB#Organizational Outcome#non-marketing outcome#Aesthetic quality 2 0.1
## IBOB#Organizational Outcome#non-marketing outcome#Core product quality 2 0.1
## IBOB#organizational outcome#non-marketing outcome#service quality 8 0.5
## IBOB#Personal characteristics#KSAO#Emotional intelligence 8 0.5
## IBOB#team effectiveness#withdraw#Collective Employee Turnover 7 0.4
## IBOB#team effectiveness#withdraw#collective turnover 7 0.4
## IBOB#xxxinternal environment#organizational capability#Contractual governance 5 0.3
## OB#attitudes#Subjective norm#subjective norm 2 0.1
## OB#attitudes#Subjective norm#Subjective norm 2 0.1
## OB#bahaviors#withdraw#personnel changes 6 0.4
## OB#behaviors#actual system use#actual system use 2 0.1
## OB#behaviors#contextual performance#Communication 2 0.1
## OB#behaviors#contextual performance#creativity 6 0.4
## OB#behaviors#contextual performance#Creativity 2 0.1
## OB#behaviors#contextual performance#Individual-level employee innovation 11 0.6
## OB#behaviors#contextual performance#innovation 6 0.4
## OB#behaviors#contextual performance#knowledge sharing 10 0.6
## OB#behaviors#contextual performance#Knowledge sharing 32 1.9
## OB#behaviors#contextual performance#OCB 6 0.4
## OB#behaviors#contextual performance#OCB-Inclusive role breadth 2 0.1
## OB#behaviors#contextual performance#OCBI 2 0.1
## OB#behaviors#contextual performance#OCBO 2 0.1
## OB#behaviors#contextual performance#open-minded discussion 15 0.9
## OB#behaviors#contextual performance#organizational citizenship behavior 10 0.6
## OB#behaviors#contextual performance#Organizational citizenship behavior 12 0.7
## OB#behaviors#contextual performance#Pro-environmental behaviour 2 0.1
## OB#behaviors#contextual performance#Reciprocity 8 0.5
## OB#behaviors#contextual performance#Voice 2 0.1
## OB#behaviors#counterproductive behavior#counterproductive work behavior 6 0.4
## OB#behaviors#counterproductive behavior#organization directed deviance 2 0.1
## OB#behaviors#counterproductive behavior#Supervisor-directed deviance 2 0.1
## OB#behaviors#focal performance#Job Performance 9 0.5
## OB#behaviors#focal performance#Performance 2 0.1
## OB#behaviors#focal performance#Subordinate work performance 2 0.1
## OB#behaviors#focal performance#Task performance 4 0.2
## OB#behaviors#task performance#Individual performance 2 0.1
## OB#behaviors#task performance#job performance 2 0.1
## OB#behaviors#task performance#Job performance 22 1.3
## OB#behaviors#task performance#Job Performance 8 0.5
## OB#behaviors#Task Performance#Negotiation Performance 12 0.7
## OB#Behaviors#Task Performance#Objective performance 8 0.5
## OB#behaviors#task performance#Overall job performance 8 0.5
## OB#behaviors#task performance#Performance 4 0.2
## OB#Behaviors#Task Performance#Subjective Performance 8 0.5
## OB#behaviors#task performance#Subjective team performance 4 0.2
## OB#Behaviors#Task Performance#Task Performance 8 0.5
## OB#behaviors#Technology perceptions and usage#Technology perceptions and usage 4 0.2
## OB#behaviors#withdraw#Turnover behavior 6 0.4
## OB#big five#Agreeableness#Agreeableness 8 0.5
## OB#big five#Conscientiousness#Conscientiousness 8 0.5
## OB#big five#Emotional Stability#Emotional Stability 8 0.5
## OB#big five#Extraversion#Extraversion 10 0.6
## OB#big five#Neuroticism#Neuroticism 4 0.2
## OB#big five#Openness to Experience#Openness to Experience 8 0.5
## OB#constructive leadership#abusive supervision#abusive supervision 22 1.3
## OB#constructive leadership#change-oriented leader behavior#perception of transformational/charismatic leadership 6 0.4
## OB#constructive leadership#change-oriented leader behavior#Romance of Leadership 6 0.4
## OB#constructive leadership#change-oriented leader behavior#supervisor transformational leadership 22 1.3
## OB#constructive leadership#change-oriented leader behavior#Transformational Leadership 4 0.2
## OB#Constructive Leadership#relational-oriented leader behavior#leader-member exchange 16 0.9
## OB#constructive leadership#relational-oriented leader behavior#Leader–Member Exchange 10 0.6
## OB#constructive leadership#relational-oriented leader behavior#Leader Member Exchange 8 0.5
## OB#constructive leadership#relational-oriented leader behavior#LMX 1 0.1
## OB#Constructive Leadership#relational-oriented leader behavior#LMX 2 0.1
## OB#constructive leadership#relational-oriented leader behavior#Person-focused leader behaviors 4 0.2
## OB#constructive leadership#relational-oriented leader behavior#Person-focused leadership 2 0.1
## OB#constructive leadership#task-oriented behavior#Tasked-focused leadership 2 0.1
## OB#constructive leadership#value-based and moral leader behavior#Servant leadership 22 1.3
## OB#emerging state#collective attitudes/perception#collective attitudes/perception 7 0.4
## OB#emerging state#Relationship quality#Relationship quality 2 0.1
## OB#emerging state#Social network#Social network 2 0.1
## OB#emerging states#Social integration#Social integration 2 0.1
## OB#leadership#leader mistreatment#leader mistreatment 6 0.4
## OB#motivation#commitment#affective commitment 8 0.5
## OB#motivation#commitment#Affective commitment 18 1.1
## OB#motivation#commitment#Affective commitment to change 4 0.2
## OB#motivation#commitment#Affective Commitment to the Organization 30 1.8
## OB#motivation#commitment#affective organizational commitment 2 0.1
## OB#motivation#commitment#Commitment 2 0.1
## OB#motivation#commitment#Commitment to change 2 0.1
## OB#motivation#commitment#Continuance commitment 14 0.8
## OB#motivation#commitment#Continuance commitment to change 4 0.2
## OB#motivation#commitment#Continuance Commitment to the Organization 26 1.5
## OB#motivation#commitment#Normative commitment 16 0.9
## OB#motivation#commitment#Normative commitment to change 4 0.2
## OB#motivation#commitment#Normative Commitment to the Organization 24 1.4
## OB#motivation#commitment#Occupational commitment 2 0.1
## OB#motivation#commitment#Organization Commitment 2 0.1
## OB#motivation#commitment#Organizational commitment 44 2.6
## OB#motivation#commitment#Organizational Commitment 2 0.1
## OB#motivation#commitment#Overall/attitudinal commitment 10 0.6
## OB#motivation#job involvement#Job involvement 2 0.1
## OB#motivation#job involvement#Work Engagement 3 0.2
## OB#motivation#Job involvement#Work engagement 8 0.5
## OB#motivation#justice#Distributive justice 2 0.1
## OB#motivation#justice#fairness 2 0.1
## OB#motivation#justice#Interactional justice 2 0.1
## OB#motivation#justice#Organizational Justice 8 0.5
## OB#motivation#justice#perceptions of unfairness 10 0.6
## OB#motivation#justice#Procedural justice 12 0.7
## OB#motivation#motivation to work#achievement motivation 4 0.2
## OB#motivation#motivation to work#Anticipated pay increase/promotion 2 0.1
## OB#motivation#motivation to work#Proactive personality 2 0.1
## OB#motivation#motivation to work#Self-efficacy 8 0.5
## OB#motivation#motivation to work#Support for change 2 0.1
## OB#motivation#Motivators#Motivators 4 0.2
## OB#motivation#perceived fit#Congruence 2 0.1
## OB#motivation#perceived fit#Perceived overqualification 10 0.6
## OB#motivation#perceived fit#Person–Group (P–G) Fit 24 1.4
## OB#motivation#perceived fit#Person–Job (P–J) Fit 32 1.9
## OB#motivation#perceived fit#Person–Organization (P–O) Fit 39 2.3
## OB#motivation#perceived fit#Person–Supervisor (P–S) Fit 24 1.4
## OB#motivation#perception of support#Perceived organizational support 16 0.9
## OB#motivation#perception of support#Perceived supervisor support 2 0.1
## OB#motivation#perception of support#Rewards 8 0.5
## OB#motivation#perceptions of support#Idiosyncratic deals 20 1.2
## OB#motivation#perceptions of support#Organizational support 6 0.4
## OB#motivation#perceptions of support#perceived organizational support 2 0.1
## OB#motivation#perceptions of support#Service climate 2 0.1
## OB#motivation#perceptions of support#workplace Support 24 1.4
## OB#motivation#public service motivation#public service motivation 6 0.4
## OB#motivation#satisfaction#Autonomy 4 0.2
## OB#motivation#satisfaction#Intra-organizational Trust 4 0.2
## OB#motivation#satisfaction#Job & career satisfaction 8 0.5
## OB#motivation#satisfaction#Job satisfaction 64 3.8
## OB#motivation#satisfaction#Job Satisfaction 8 0.5
## OB#motivation#satisfaction#Overall job satisfaction 6 0.4
## OB#motivation#satisfaction#Satisfaction 2 0.1
## OB#motivation#satisfaction#Social trust 2 0.1
## OB#motivation#satisfaction#Trust 4 0.2
## OB#personal characteristics#demographics#age 3 0.2
## OB#Personal characteristics#demographics#Age 8 0.5
## OB#personal characteristics#demographics#entrepreneurial intention 2 0.1
## OB#Personal characteristics#demographics#Entrepreneurial intention 12 0.7
## OB#Personal characteristics#demographics#Female 2 0.1
## OB#personal characteristics#demographics#gender 3 0.2
## OB#personal characteristics#demographics#Gender 2 0.1
## OB#Personal characteristics#demographics#Gender 14 0.8
## OB#Personal characteristics#demographics#Gender Differences 12 0.7
## OB#Personal characteristics#demographics#Gender Diversity 24 1.4
## OB#Personal characteristics#KSAO#Education 8 0.5
## OB#Personal characteristics#KSAO#Emotional Intelligence 20 1.2
## OB#Personal characteristics#KSAO#Organization tenure 6 0.4
## OB#Personal characteristics#KSAO#Organizational tenure 2 0.1
## OB#Personal characteristics#KSAO#Position tenure 2 0.1
## OB#Personal characteristics#KSAO#Psychological capital 2 0.1
## OB#personal characteristics#psychological characteristics#Place attachment 2 0.1
## OB#stress#producer#Job Control 30 1.8
## OB#stress#producer#Job demands 24 1.4
## OB#stress#producer#Overall Role Stress 2 0.1
## OB#stress#producer#Role ambiguity 9 0.5
## OB#stress#producer#Role Ambiguity 2 0.1
## OB#stress#producer#Role conflict 9 0.5
## OB#stress#producer#Role Conflict 2 0.1
## OB#stress#producer#Role Overload 2 0.1
## OB#stress#response#(reduced) personal accomplishment 2 0.1
## OB#stress#response#absences 2 0.1
## OB#stress#response#burnout 2 0.1
## OB#stress#response#depersonalisation 2 0.1
## OB#stress#response#depersonalization 4 0.2
## OB#stress#response#depression 6 0.4
## OB#stress#response#emotional exhaustion 2 0.1
## OB#stress#response#Emotional exhaustion 8 0.5
## OB#stress#response#Emotional Exhaustion 18 1.1
## OB#stress#response#Intent to quit 33 1.9
## OB#stress#response#negative state 2 0.1
## OB#stress#response#Overall withdrawal cognition 6 0.4
## OB#stress#response#Psychological Distress 2 0.1
## OB#stress#response#self-regulatory capacity impairment 6 0.4
## OB#stress#response#Stress 2 0.1
## OB#stress#response#turnover intention 12 0.7
## OB#stress#response#Turnover intention 20 1.2
## OB#stress#response#Turnover Intention 3 0.2
## OB#stress#response#Work strain 8 0.5
## OB#team effectiveness#focal performance#Overall team performance 4 0.2
## OB#team effectiveness#focal performance#Team-level employee innovation 11 0.6
## OB#team effectiveness#focal performance#Team performance 2 0.1
## OB#team effectiveness#team effectiveness#Team Effectiveness 4 0.2
## OB#team effectiveness#withdraw#Collective turnover 13 0.8
## OB#team input#team composition#Cultural diversity 4 0.2
## OB#team input#team structure#Competitive goal interdependence 2 0.1
## OB#team input#team structure#Cooperative goal interdependence 2 0.1
## OB#team input#team structure#Independent goal interdependence 2 0.1
## OB#team input#team structure#Outcome interdependence 6 0.4
## OB#team input#team structure#Task interdependence 6 0.4
## OB#team process#Conflict#Conflict 2 0.1
## OB#team process#team functioning#Relational team functioning 4 0.2
## OB#team process#team functioning#Task-focused team functioning 4 0.2
## OB#well-being#Family Satisfaction#Family Satisfaction 2 0.1
## OB#well-being#Life satisfaction#Life satisfaction 2 0.1
## OB#well-being#Mental health & well-being#Mental health & well-being 2 0.1
## OB#well-being#mental health#mental health 2 0.1
## OB#well-being#Self-enjoyment#Self-enjoyment 8 0.5
## OB#well-being#Subjective Well-being#Subjective Well-being 6 0.4
## OB#well-being#work-family balance#Family-Work Enrichment 2 0.1
## OB#well-being#Work-family balance#family-work enrichment 4 0.2
## OB#well-being#Work-family balance#Family interference with work 4 0.2
## OB#well-being#Work-family balance#Home support 2 0.1
## OB#well-being#Work-family balance#Home/family strain 2 0.1
## OB#well-being#Work-family balance#Negative family-to-work spillover 8 0.5
## OB#well-being#Work-family balance#Negative work-to-family spillover 14 0.8
## OB#well-being#Work-family balance#Positive family-to-work spillover 12 0.7
## OB#well-being#Work-family balance#Positive work-to-family spillover 12 0.7
## OB#well-being#Work-family balance#Support from home 4 0.2
## OB#well-being#Work-family balance#Support from work 8 0.5
## OB#well-being#work-family balance#Work-Family Enrichment 19 1.1
## OB#well-being#Work-family balance#Work-family enrichment 4 0.2
## OB#well-being#Work-family balance#Work interference with family 4 0.2
## OB#wellbeing#negative emotion#state negative affect 6 0.4
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 1,694xxx HuangXie construct check
OB#team effectiveness#focal performance
OB#well-being#Work-family balance#Work interference with family (positive or negative)
OB#well-being#Work-family balance#Family interference with work (positive or negative)
OB#behaviors#actual system use#actual system use (xxx Shanshan delete)
OB#bahaviors#withdraw#personnel changes
OB#behaviors#focal performance->OB#behaviors#Task Performance
xxx HuangXie aaa.analysisvariable1&aaa.analysisvariable2
OB#motivation#Motivators->OB#motivation#motivation to work (xxx Shanshan)
IB#Organizational Outcome#organizational resource->IB#xxxinternal environment#organizational resource
IB#Organizational Outcome#general performance#international strategic alliances(ISA) performance->IB#Organizational Outcome#Internationalization#international strategic alliances(ISA) performance
IB#xxxinternal environment#organizational capability#Environmental innovation->IB#xxxinternal environment#innovation#Environmental innovation
IB#xxxinternal environment#organizational capability#innovation->IB#xxxinternal environment#innovation#innovation
IB#xxxinternal environment#strategic process#Internationalization->IB#xxxinternal environment#Internationalization#Internationalization
OB#stress#producer#Job Control->OB#motivation#motivation to work#Job Control (xxx shanshan)
OB#well-being#Work-family balance#Support from work->OB#motivation#motivation to work#Support from work (xxx shanshan)
OB#motivation#public service motivation#public service motivation->OB#motivation#motivation to work#public service motivation
OB#leadership#leader mistreatment->OB#constructive leadership#abusive supervision
OB#big five->OB#Stability
OB#big five#Agreeableness 8 0.5
OB#big five#Conscientiousness 8 0.5
OB#big five#Emotional Stability 8 0.5
OB#big five#Neuroticism (Emotional Stability and Change the direction of aaa.hsraw.r,aaa.hscorrected.r,aaa.horaw.r,aaa.hocorrected.r)
OB#big five->OB#Plasticity
OB#big five#Extraversion 10 0.6
OB#big five#Openness to Experience 8 0.5
OB#motivation#satisfaction#xxxtrust (xxx shanshan)
OB#motivation#satisfaction#Intra-organizational Trust 4 0.2
OB#motivation#satisfaction#Social trust 2 0.1
OB#motivation#satisfaction#Trust
KSAO->Working experiences
OB#Personal characteristics#KSAO#Organization tenure 6 0.4
OB#Personal characteristics#KSAO#Organizational tenure 2 0.1
OB#Personal characteristics#KSAO#Position tenure 2 0.1
OB#stress#producer->OB#Health#stress
OB#stress#producer#Job demands 24 1.4
OB#stress#producer#Overall Role Stress 2 0.1
OB#stress#producer#Role ambiguity 9 0.5
OB#stress#producer#Role Ambiguity 2 0.1
OB#stress#producer#Role conflict 9 0.5
OB#stress#producer#Role Conflict 2 0.1
OB#stress#producer#Role Overload 2 0.1
OB#stress#response->OB#Health#stress
OB#stress#response#(reduced) personal accomplishment 2 0.1
OB#stress#response#burnout 2 0.1
OB#stress#response#depersonalisation 2 0.1
OB#stress#response#depersonalization 4 0.2
OB#stress#response#depression 6 0.4
OB#stress#response#emotional exhaustion 2 0.1
OB#stress#response#Emotional exhaustion 8 0.5
OB#stress#response#Emotional Exhaustion 18 1.1
OB#stress#response#negative state 2 0.1
OB#stress#response#Psychological Distress 2 0.1
OB#stress#response#self-regulatory capacity impairment 6 0.4
OB#stress#response#Stress 2 0.1
OB#stress#response#Work strain
OB#wellbeing#xxx(negative)->OB#Health#stress
OB#wellbeing#negative emotion#state negative affect
OB#well-being#Work-family balance#Home/family strain 2 0.1
OB#well-being#Work-family balance#Negative family-to-work spillover 8 0.5
OB#well-being#Work-family balance#Negative work-to-family spillover 14 0.8
OB#wellbeing#xxx(positive)->OB#Health#wellbeing
OB#well-being#Family Satisfaction#Family Satisfaction 2 0.1
OB#well-being#Life satisfaction#Life satisfaction 2 0.1
OB#well-being#Mental health & well-being#Mental health & well-being 2 0.1
OB#well-being#mental health#mental health 2 0.1
OB#well-being#Self-enjoyment#Self-enjoyment 8 0.5
OB#well-being#Subjective Well-being#Subjective Well-being 6 0.4
OB#well-being#work-family balance#Family-Work Enrichment 2 0.1
OB#well-being#Work-family balance#family-work enrichment 4 0.2
OB#well-being#Work-family balance#Home support 2 0.1
OB#well-being#Work-family balance#Positive family-to-work spillover 12 0.7
OB#well-being#Work-family balance#Positive work-to-family spillover 12 0.7
OB#well-being#Work-family balance#Support from home 4 0.2
OB#well-being#work-family balance#Work-Family Enrichment 19 1.1
OB#well-being#Work-family balance#Work-family enrichment 4 0.2
after SECOND #->organizational resource
IBOB#attitudes#behavioural intentions#Behavioural intentions 4 0.4
IBOB#behaviors#Service innovation#Service innovation 4 0.4
IBOB#behaviors#task performance#Employee performance 2 0.2
IBOB#motivation#commitment#Organizational commitment 3 0.3
IBOB#motivation#motivation to work#Entrepreneurial Self Efficacy 2 0.2
IBOB#motivation#perceptions of support#Management support 2 0.2
IBOB#motivation#satisfaction#Intra-organizational Trust 2 0.2
IBOB#motivation#satisfaction#Trust 5 0.5
IBOB#motivation#satisfation#Employee satisfaction 2 0.2
IBOB#Personal characteristics#KSAO#Emotional intelligence 8 0.8
IBOB#team effectiveness#withdraw#Collective Employee Turnover 7 0.7
IBOB#team effectiveness#withdraw#collective turnover
OB#stress(bahaviors)#response->OB#motivation#withdraw
OB#stress#response#Overall withdrawal cognition 6 0.4
OB#stress#response#Intent to quit 33 1.9
OB#stress#response#absences 2 0.1
OB#stress#response#turnover intention 12 0.7
OB#stress#response#Turnover intention 20 1.2
OB#stress#response#Turnover Intention 3 0.2
OB#bahaviors#withdraw
OB#emerging state#xxx->OB#Team mediator#emerging state
OB#emerging state#collective attitudes/perception#collective attitudes/perception 7 0.4
OB#emerging state#Relationship quality#Relationship quality 2 0.1
OB#emerging state#Social network#Social network 2 0.1
OB#emerging states#Social integration#Social integration 6 0.4
OB#team process#xxx->OB#Team mediator#team process
OB#team process#Conflict#Conflict 2 0.1
OB#team process#team functioning#Relational team functioning 4 0.2
OB#team process#team functioning#Task-focused team functioning
marketing outcome-> Financial outcome
xxx HuangXie analysiscategory1&analysiscategory2
OB#leadership#leader mistreatment->OB#constructive leadership#leader mistreatment
After#->Competitive advantages
IBOB#attitudes
IBOB#behaviors
IBOB#motivation
IBOB#Personal characteristics
IBOB#team effectiveness
Personal characteristics->Human capital
OB#Personal characteristics#KSAO
OB#Personal characteristics#Working experiences
xxx Yongxuan
aaa.analysisvariable1&aaa.analysisvariable2: e.g., task performance & Task Performance
analysiscategory1&analysiscategory2: e.g., organizational outcome & Organizational Outcome
## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────
## IB#Attracting Institutional Factor#Attracting Economic Institutional Factor 16 1.6
## IB#Attracting Institutional Factor#Attracting Societal Institutional Factor 12 1.2
## IB#Detering Institutional Factor#Detering Economic Institutional Factor 8 0.8
## IB#Detering Institutional Factor#Detering Societal Institutional Factor 38 3.9
## IB#Organizational Outcome#general performance 261 26.6
## IB#Organizational Outcome#innovation 26 2.7
## IB#Organizational Outcome#Innovation 21 2.1
## IB#Organizational Outcome#internationalization 22 2.2
## IB#Organizational Outcome#Internationalization 17 1.7
## IB#organizational outcome#marketing outcome 4 0.4
## IB#Organizational Outcome#marketing outcome 42 4.3
## IB#Organizational Outcome#non-marketing outcome 25 2.6
## IB#Organizational Outcome#organizational resource 2 0.2
## IB#xxxinternal environment#organizational capability 56 5.7
## IB#xxxinternal environment#organizational resource 109 11.1
## IB#xxxinternal environment#strategic orientation 21 2.1
## IB#xxxinternal environment#strategic process 192 19.6
## IB#xxxinternal environment#strategy process 12 1.2
## IBOB#attitudes#behavioural intentions 4 0.4
## IBOB#behaviors#Service innovation 4 0.4
## IBOB#behaviors#task performance 2 0.2
## IBOB#motivation#commitment 3 0.3
## IBOB#motivation#motivation to work 2 0.2
## IBOB#motivation#perceptions of support 2 0.2
## IBOB#motivation#satisfaction 7 0.7
## IBOB#motivation#satisfation 2 0.2
## IBOB#Organizational Outcome#general performance 31 3.2
## IBOB#organizational outcome#non-marketing outcome 8 0.8
## IBOB#Organizational Outcome#non-marketing outcome 4 0.4
## IBOB#Personal characteristics#KSAO 8 0.8
## IBOB#team effectiveness#withdraw 14 1.4
## IBOB#xxxinternal environment#organizational capability 5 0.5
## ─────────────────────────────────────────────────────────────────────────────────────
## Total N = 980
## Number of categories for this variable: 32## TABLE 3o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────
## IBOB#attitudes#behavioural intentions 4 0.2
## IBOB#behaviors#Service innovation 4 0.2
## IBOB#behaviors#task performance 2 0.1
## IBOB#motivation#commitment 3 0.2
## IBOB#motivation#motivation to work 2 0.1
## IBOB#motivation#perceptions of support 2 0.1
## IBOB#motivation#satisfaction 7 0.4
## IBOB#motivation#satisfation 2 0.1
## IBOB#Organizational Outcome#general performance 31 1.8
## IBOB#organizational outcome#non-marketing outcome 8 0.5
## IBOB#Organizational Outcome#non-marketing outcome 4 0.2
## IBOB#Personal characteristics#KSAO 8 0.5
## IBOB#team effectiveness#withdraw 14 0.8
## IBOB#xxxinternal environment#organizational capability 5 0.3
## OB#attitudes#Subjective norm 4 0.2
## OB#bahaviors#withdraw 6 0.4
## OB#behaviors#actual system use 2 0.1
## OB#behaviors#contextual performance 130 7.7
## OB#behaviors#counterproductive behavior 10 0.6
## OB#behaviors#focal performance 17 1.0
## OB#behaviors#task performance 50 3.0
## OB#behaviors#Task Performance 12 0.7
## OB#Behaviors#Task Performance 24 1.4
## OB#behaviors#Technology perceptions and usage 4 0.2
## OB#behaviors#withdraw 6 0.4
## OB#big five#Agreeableness 8 0.5
## OB#big five#Conscientiousness 8 0.5
## OB#big five#Emotional Stability 8 0.5
## OB#big five#Extraversion 10 0.6
## OB#big five#Neuroticism 4 0.2
## OB#big five#Openness to Experience 8 0.5
## OB#constructive leadership#abusive supervision 22 1.3
## OB#constructive leadership#change-oriented leader behavior 38 2.2
## OB#constructive leadership#relational-oriented leader behavior 25 1.5
## OB#Constructive Leadership#relational-oriented leader behavior 18 1.1
## OB#constructive leadership#task-oriented behavior 2 0.1
## OB#constructive leadership#value-based and moral leader behavior 22 1.3
## OB#emerging state#collective attitudes/perception 7 0.4
## OB#emerging state#Relationship quality 2 0.1
## OB#emerging state#Social network 2 0.1
## OB#emerging states#Social integration 2 0.1
## OB#leadership#leader mistreatment 6 0.4
## OB#motivation#commitment 214 12.6
## OB#motivation#job involvement 5 0.3
## OB#motivation#Job involvement 8 0.5
## OB#motivation#justice 36 2.1
## OB#motivation#motivation to work 18 1.1
## OB#motivation#Motivators 4 0.2
## OB#motivation#perceived fit 131 7.7
## OB#motivation#perception of support 26 1.5
## OB#motivation#perceptions of support 54 3.2
## OB#motivation#public service motivation 6 0.4
## OB#motivation#satisfaction 102 6.0
## OB#personal characteristics#demographics 10 0.6
## OB#Personal characteristics#demographics 72 4.3
## OB#Personal characteristics#KSAO 40 2.4
## OB#personal characteristics#psychological characteristics 2 0.1
## OB#stress#producer 80 4.7
## OB#stress#response 140 8.3
## OB#team effectiveness#focal performance 17 1.0
## OB#team effectiveness#team effectiveness 4 0.2
## OB#team effectiveness#withdraw 13 0.8
## OB#team input#team composition 4 0.2
## OB#team input#team structure 18 1.1
## OB#team process#Conflict 2 0.1
## OB#team process#team functioning 8 0.5
## OB#well-being#Family Satisfaction 2 0.1
## OB#well-being#Life satisfaction 2 0.1
## OB#well-being#mental health 2 0.1
## OB#well-being#Mental health & well-being 2 0.1
## OB#well-being#Self-enjoyment 8 0.5
## OB#well-being#Subjective Well-being 6 0.4
## OB#well-being#work-family balance 21 1.2
## OB#well-being#Work-family balance 78 4.6
## OB#wellbeing#negative emotion 6 0.4
## ──────────────────────────────────────────────────────────────────────────
## Total N = 1,694Attracting Institutional Factor->Organizational Outcome: Table Sa1
Attracting Economic Institutional Factor
Attracting Societal Institutional Factor
Detering Institutional Factor->Organizational Outcome: Table Sa2
Detering Economic Institutional Factor (xxx Xiehuang Stakeholder norms)
Detering Societal Institutional Factor
Competitive advantages->Organizational Outcome (xxx Xiehuang xxxinternal environment): Table Sa3
organizational capability
organizational resource
Effectiveness of strategic management->Organizational Outcome (xxx Xiehuang xxxinternal environment): Table Sa4
strategic orientation
strategic process
Organizational Outcome
general performance
innovation
internationalization
marketing outcome
non-marketing outcome
personal characteristics
Stability
Agreeableness (8, 0.5)
Conscientiousness (8, 0.5)
Emotional Stability (8, 0.5)
Neuroticism (Reverse coding to Emotional Stability 4, 0.2)
Plasticity
Extraversion (10, 0.6)
Openness to Experience (8, 0.5)
constructive leadership
abusive supervision (22, 1.3)
change-oriented leader behavior (38, 2.2)
relational-oriented leader behavior (25, 1.5) relational-oriented leader behavior (18, 1.1)
task-oriented behavior (2, 0.1)
value-based and moral leader behavior (22, 1.3)
leader mistreatment (6, 0.4)
Human capital
KSAO (40, 2.4)
Working experiences
motivation
commitment (214, 12.6)
job involvement (5, 0.3) Job involvement (8, 0.5)
justice (36, 2.1)
motivation to work (18, 1.1) Motivators (4, 0.2) public service motivation (6, 0.4)
perceived fit (131, 7.7)
perception of support (26, 1.5) perceptions of support (54, 3.2)
satisfaction (102, 6.0)
Health
well-being
stress
behaviors
contextual performance (130, 7.7)
counterproductive behavior (10, 0.6)
focal performance (17, 1.0)
task performance (50, 3.0)
team effectiveness
focal performance (17, 1.0)
team effectiveness (4, 0.2)
withdraw (13, 0.8)
team input
team composition (4, 0.2)
team structure (18, 1.1)
team mediator
emerging state
team process
| Stability | Plasticity | Constructive Leadership | Human Capital | Motivation | Health | Behaviors | |
|---|---|---|---|---|---|---|---|
| Stability | |||||||
| Plasticity | Plasticity - Stability | ||||||
| Constructive Leadership:RQ3a | Constructive Leadership - Stability | Constructive Leadership - Plasticity | |||||
| Human Capital: RQ3b | Human Capital - Stability | Human Capital - Plasticity | [Human Capital - Constructive Leadership] | ||||
| Motivation: RQ.b2 | Motivation - Stability | Motivation - Plasticity | Motivation - Constructive Leadership | Motivation - Human Capital | |||
| Health: RQ.b1 | Health - Stability | Health - Plasticity | Health - Constructive Leadership | Health - Human Capital | [Health - Motivation] | ||
| Behaviors: RQ.a | Behaviors - Stability | Behaviors - Plasticity | Behaviors - Constructive Leadership | Behaviors - Human Capital | Behaviors - Motivation | Behaviors - Health |
## TABLE 3i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance 2 0.5
## Absorptive capacity(ACAP)-Innovation 2 0.5
## Aesthetic quality-Perceived value 2 0.5
## alignment mechanism-performance 2 0.5
## assest specificity-governance structures 2 0.5
## assest specificity-hierarchical governance 2 0.5
## assest specificity-relational governance 2 0.5
## blockholders-performance 2 0.5
## board independence-performance 2 0.5
## breadth of knowledge sources-Environmental innovation 2 0.5
## Business planning-Performance 2 0.5
## Business ties-Firm performance 2 0.5
## CEO duality-performance 2 0.5
## CEO pay-performance 2 0.5
## Cohesive Networks-Innovation 10 2.3
## Contextual distance-international strategic alliances(ISA) performance 2 0.5
## Corporate Reputation-Corporate social performance 2 0.5
## Corporate Reputation-Customer Commitment 2 0.5
## Corporate Reputation-Customer Loyalty 2 0.5
## Corporate Reputation-Customer Trust 2 0.5
## Corporate Reputation-Future Financial Performance 2 0.5
## Corporate Reputation-Priori Financial Performance 2 0.5
## Corporate venturing-Overall performance 3 0.7
## Corruption-FDI attractiveness 2 0.5
## Cultural differences-Entry strategy 3 0.7
## Cultural differences-Overall performance 3 0.7
## Cultural Distance-Performance 16 3.6
## Customer demand-Environmental innovation 2 0.5
## democratic institution-FDI attractiveness 2 0.5
## Diverse Networks-Innovation 10 2.3
## Dynamic capabilities-Firm performance 12 2.7
## Efficiency-firm performance 5 1.1
## Environmental innovation-organization performance 2 0.5
## environmental management practices-firm performance 12 2.7
## Environmental management system(EMS)-Environmental innovation 2 0.5
## executive compensation-corporate performance 29 6.6
## Export Market Orientation-Performance-related consequences 7 1.6
## Export Market Orientation-Strategy-related consequences 7 1.6
## family firms-financial performance 8 1.8
## family involvement-financial performance 4 0.9
## Firm Capabilities-Export Market Orientation 7 1.6
## Firm Risk-Corporate Reputation 2 0.5
## Firm Size-Corporate Reputation 2 0.5
## firm size-Environmental innovation 2 0.5
## green innovation-financial performance 2 0.5
## High-performance work practices (HPWPs)-Business Performance 28 6.3
## host country risk-foreign ownership strategy 12 2.7
## HR practices-firm performance 4 0.9
## Innovation-firm performance 6 1.4
## Innovation-Overall performance 3 0.7
## innovation-SME performance 3 0.7
## insitutional investors-performance 2 0.5
## institutional quality-FDI attractiveness 2 0.5
## Inter-organizational Trust-Organizational performance 2 0.5
## International Business Combination-Firm Performance 3 0.7
## Internationalization-family firm performance 12 2.7
## Internationalization-firm performance 32 7.2
## investment mechanism-performance 2 0.5
## Knowledge-Friendly Organisational Culture-Organizational Performance 12 2.7
## Leadership-firm performance 3 0.7
## Long-term institutional ownership-Corporate Reputation 2 0.5
## managerial ownership-performance 2 0.5
## Managerial ties-Firm performance 2 0.5
## Market Concentration-Environmental innovation 2 0.5
## Media Visibility-Corporate Reputation 2 0.5
## Mindsets of top managers-Proactive environmental strategies 2 0.5
## monitoring mechnism-performance 2 0.5
## Non-VRIN resources-accounting performance 2 0.5
## Non-VRIN resources-market performance 2 0.5
## Non-VRIN resources-performance 2 0.5
## organizational capabilities-firm performance 3 0.7
## organizational social capital-firm performance 3 0.7
## political stability-FDI attractiveness 2 0.5
## Political ties-Firm performance 2 0.5
## Proactive environmental strategies-Economic performance 2 0.5
## Proactive environmental strategies-Environment performance 2 0.5
## Productivity Measurement and Enhancement System (ProMES)-productivity 4 0.9
## Regulation-Environmental innovation 2 0.5
## Regulation-Proactive environmental strategies 2 0.5
## Resource dependence-alliance 2 0.5
## Resource dependence-board interlock 2 0.5
## Resource dependence-Interorganizational arrangements 2 0.5
## Resource dependence-joint venture 2 0.5
## Resource dependence-M&A 2 0.5
## Resources-accounting performance 2 0.5
## Resources-market performance 2 0.5
## Resources-performance 2 0.5
## rule of law-FDI attractiveness 2 0.5
## Social&Environmental disclosures-Financial profitability 6 1.4
## Stakeholder norms-Proactive environmental strategies 2 0.5
## state ownership-performance 1 0.2
## Strategic performance measurement systems-Financial Performance 12 2.7
## Strategic performance measurement systems-General Performance 12 2.7
## Strategic performance measurement systems-Strategic Capabilities 10 2.3
## Strategic renewal-Overall performance 3 0.7
## Subsidy-Environmental innovation 2 0.5
## Tax rates-FDI attractiveness 2 0.5
## technological capabilities-Environmental innovation 2 0.5
## VC investments-VC funded firm performance 2 0.5
## VRIN resources-accounting performance 2 0.5
## VRIN resources-market performance 2 0.5
## VRIN resources-performance 2 0.5
## ──────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 102## TABLE 3o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion 2 0.3
## abusive supervision-Job satisfaction 2 0.3
## abusive supervision-OCBI 2 0.3
## abusive supervision-OCBO 2 0.3
## abusive supervision-organization directed deviance 2 0.3
## abusive supervision-organizational citizenship behavior 2 0.3
## abusive supervision-Procedural justice 2 0.3
## abusive supervision-Subordinate work performance 2 0.3
## abusive supervision-Supervisor-directed deviance 2 0.3
## abusive supervision-Turnover intention 2 0.3
## abusive supervision-Voice 2 0.3
## Affective commitment-Organizational citizenship behavior 2 0.3
## Affective commitment to change-Continuance commitment to change 2 0.3
## Affective commitment to change-Normative commitment to change 2 0.3
## Affective Commitment to the Organization-organizational citizenship behavior 2 0.3
## Affective Commitment to the Organization-Overall job performance 2 0.3
## Affective Commitment to the Organization-Overall withdrawal cognition 2 0.3
## Age-Affective Commitment to the Organization 2 0.3
## Age-Continuance Commitment to the Organization 2 0.3
## Age-Normative Commitment to the Organization 2 0.3
## Agreeableness-Affective commitment 2 0.3
## Agreeableness-Continuance commitment 2 0.3
## Agreeableness-Normative commitment 2 0.3
## Agreeableness-Overall/attitudinal commitment 2 0.3
## Anticipated pay increase/promotion-knowledge sharing 2 0.3
## collective attitudes/perception-Collective turnover 7 0.9
## Communication-knowledge sharing 2 0.3
## Competitive goal interdependence-open-minded discussion 2 0.3
## Congruence-Satisfaction 2 0.3
## Conscientiousness-Affective commitment 2 0.3
## Conscientiousness-Continuance commitment 2 0.3
## Conscientiousness-Normative commitment 2 0.3
## Conscientiousness-Overall/attitudinal commitment 2 0.3
## Continuance commitment-Organizational citizenship behavior 2 0.3
## Continuance commitment to change-Normative commitment to change 2 0.3
## Continuance Commitment to the Organization-Affective Commitment to the Organization 2 0.3
## Continuance Commitment to the Organization-Normative Commitment to the Organization 2 0.3
## Continuance Commitment to the Organization-organizational citizenship behavior 2 0.3
## Continuance Commitment to the Organization-Overall job performance 2 0.3
## Continuance Commitment to the Organization-Overall withdrawal cognition 2 0.3
## Cooperative goal interdependence-open-minded discussion 2 0.3
## creativity-innovation 6 0.8
## Cultural diversity-Conflict 2 0.3
## Cultural diversity-Social integration 2 0.3
## Education-Affective Commitment to the Organization 2 0.3
## Education-Continuance Commitment to the Organization 2 0.3
## Education-Normative Commitment to the Organization 2 0.3
## Emotional Exhaustion-Job Control 6 0.8
## Emotional Exhaustion-Job demands 6 0.8
## Emotional exhaustion-turnover intention 2 0.3
## Emotional Exhaustion-workplace Support 6 0.8
## Emotional Intelligence-Entrepreneurial intention 12 1.5
## Emotional Intelligence-Job Performance 8 1.0
## Emotional Stability-Affective commitment 2 0.3
## Emotional Stability-Continuance commitment 2 0.3
## Emotional Stability-Normative commitment 2 0.3
## Emotional Stability-Overall/attitudinal commitment 2 0.3
## Extraversion-Affective commitment 2 0.3
## Extraversion-Continuance commitment 4 0.5
## Extraversion-Normative commitment 2 0.3
## Extraversion-Overall/attitudinal commitment 2 0.3
## fairness-affective organizational commitment 2 0.3
## Family-Work Enrichment-Job Satisfaction 2 0.3
## Gender-Affective Commitment to the Organization 2 0.3
## Gender-Continuance Commitment to the Organization 2 0.3
## Gender-depersonalization 4 0.5
## Gender-Emotional exhaustion 4 0.5
## Gender-entrepreneurial intention 2 0.3
## Gender-Normative Commitment to the Organization 2 0.3
## Gender Differences-Negotiation Performance 12 1.5
## Gender Diversity-Objective performance 8 1.0
## Gender Diversity-Subjective Performance 8 1.0
## Gender Diversity-Task Performance 8 1.0
## Idiosyncratic deals-Affective commitment 2 0.3
## Idiosyncratic deals-Age 2 0.3
## Idiosyncratic deals-Education 2 0.3
## Idiosyncratic deals-Female 2 0.3
## Idiosyncratic deals-Job satisfaction 2 0.3
## Idiosyncratic deals-LMX 2 0.3
## Idiosyncratic deals-Organizational tenure 2 0.3
## Idiosyncratic deals-perceived organizational support 2 0.3
## Idiosyncratic deals-Proactive personality 2 0.3
## Idiosyncratic deals-Turnover intention 2 0.3
## Independent goal interdependence-open-minded discussion 2 0.3
## Intra-organizational Trust-Individual performance 2 0.3
## Intra-organizational Trust-Team performance 2 0.3
## Job Control-(reduced) personal accomplishment 2 0.3
## Job Control-depersonalisation 2 0.3
## Job Control-emotional exhaustion 2 0.3
## Job Control-workplace Support 6 0.8
## Job demands -Job Control 6 0.8
## Job demands -workplace Support 6 0.8
## Job satisfaction-Job Control 6 0.8
## Job satisfaction-Job demands 6 0.8
## Job satisfaction-Organizational Justice 2 0.3
## Job satisfaction-Procedural justice 2 0.3
## Job satisfaction-turnover intention 2 0.3
## Job satisfaction-workplace Support 6 0.8
## leader-member exchange-family-work enrichment 4 0.5
## leader-member exchange-Family interference with work 4 0.5
## leader-member exchange-Work-family enrichment 4 0.5
## leader-member exchange-Work interference with family 4 0.5
## Leader–Member Exchange-Distributive justice 2 0.3
## Leader–Member Exchange-Interactional justice 2 0.3
## Leader–Member Exchange-Organizational citizenship behavior 2 0.3
## Leader–Member Exchange-Procedural justice 2 0.3
## Leader–Member Exchange-Task performance 2 0.3
## Leader Member Exchange-Affective commitment 2 0.3
## Leader Member Exchange-Job satisfaction 2 0.3
## Leader Member Exchange-Normative commitment 2 0.3
## Leader Member Exchange-Turnover intention 2 0.3
## leader mistreatment-counterproductive work behavior 2 0.3
## leader mistreatment-self-regulatory capacity impairment 2 0.3
## leader mistreatment-state negative affect 2 0.3
## Motivators-Technology perceptions and usage 4 0.5
## Negative family-to-work spillover-Home support 2 0.3
## Negative family-to-work spillover-Job & career satisfaction 2 0.3
## Negative family-to-work spillover-Support from work 2 0.3
## Negative family-to-work spillover-Work strain 2 0.3
## Negative work-to-family spillover-Home/family strain 2 0.3
## Negative work-to-family spillover-Job & career satisfaction 2 0.3
## Negative work-to-family spillover-Life satisfaction 2 0.3
## Negative work-to-family spillover-Mental health & well-being 2 0.3
## Negative work-to-family spillover-Support from work 2 0.3
## Negative work-to-family spillover-Work engagement 2 0.3
## Negative work-to-family spillover-Work strain 2 0.3
## Neuroticism-achievement motivation 4 0.5
## Normative commitment-Organizational citizenship behavior 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization 2 0.3
## Normative Commitment to the Organization-organizational citizenship behavior 2 0.3
## Normative Commitment to the Organization-Overall job performance 2 0.3
## Normative Commitment to the Organization-Overall withdrawal cognition 2 0.3
## OCB-Inclusive role breadth-organizational citizenship behavior 2 0.3
## Occupational commitment-Affective Commitment to the Organization 2 0.3
## open-minded discussion-Commitment 2 0.3
## open-minded discussion-Creativity 2 0.3
## open-minded discussion-LMX 1 0.1
## open-minded discussion-Performance 2 0.3
## open-minded discussion-Relationship quality 2 0.3
## Openness to Experience-Affective commitment 2 0.3
## Openness to Experience-Continuance commitment 2 0.3
## Openness to Experience-Normative commitment 2 0.3
## Openness to Experience-Overall/attitudinal commitment 2 0.3
## Organization tenure-Affective Commitment to the Organization 2 0.3
## Organization tenure-Continuance Commitment to the Organization 2 0.3
## Organization tenure-Normative Commitment to the Organization 2 0.3
## Organizational commitment-Organizational citizenship behavior 2 0.3
## Organizational commitment-Organizational Justice 2 0.3
## Organizational commitment-Procedural justice 2 0.3
## Organizational commitment-turnover intention 2 0.3
## Organizational support-Affective Commitment to the Organization 2 0.3
## Organizational support-Continuance Commitment to the Organization 2 0.3
## Organizational support-Normative Commitment to the Organization 2 0.3
## Outcome interdependence-Overall team performance 2 0.3
## Outcome interdependence-Relational team functioning 2 0.3
## Outcome interdependence-Task-focused team functioning 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization 2 0.3
## Overall job satisfaction-Continuance Commitment to the Organization 2 0.3
## Overall job satisfaction-Normative Commitment to the Organization 2 0.3
## Overall Role Stress-affective commitment 2 0.3
## Perceived organizational support-Affective commitment 2 0.3
## Perceived organizational support-Job involvement 2 0.3
## Perceived organizational support-Job satisfaction 2 0.3
## Perceived organizational support-Normative commitment 2 0.3
## Perceived organizational support-Organizational citizenship behavior 2 0.3
## Perceived organizational support-Task performance 2 0.3
## Perceived organizational support-turnover intention 2 0.3
## Perceived organizational support-Turnover intention 2 0.3
## Perceived overqualification-job performance 2 0.3
## Perceived overqualification-Job Satisfaction 2 0.3
## Perceived overqualification-Organizational Commitment 2 0.3
## Perceived overqualification-Overall job performance 2 0.3
## Perceived overqualification-Turnover intention 2 0.3
## Perceived supervisor support-turnover intention 2 0.3
## perceptions of unfairness-absences 2 0.3
## perceptions of unfairness-burnout 2 0.3
## perceptions of unfairness-mental health 2 0.3
## perceptions of unfairness-negative state 2 0.3
## perceptions of unfairness-Stress 2 0.3
## Person-focused leader behaviors-Subjective team performance 4 0.5
## Person-focused leadership-Team Effectiveness 2 0.3
## Person–Group (P–G) Fit-Intent to quit 6 0.8
## Person–Group (P–G) Fit-Job performance 6 0.8
## Person–Group (P–G) Fit-Job satisfaction 7 0.9
## Person–Group (P–G) Fit-Organizational commitment 5 0.6
## Person–Job (P–J) Fit-Intent to quit 7 0.9
## Person–Job (P–J) Fit-Job performance 6 0.8
## Person–Job (P–J) Fit-Job satisfaction 9 1.1
## Person–Job (P–J) Fit-Organizational commitment 9 1.1
## Person–Organization (P–O) Fit-Intent to quit 10 1.3
## Person–Organization (P–O) Fit-Job performance 6 0.8
## Person–Organization (P–O) Fit-Job satisfaction 11 1.4
## Person–Organization (P–O) Fit-Organizational commitment 11 1.4
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit 10 1.3
## Person–Supervisor (P–S) Fit-Job performance 4 0.5
## Person–Supervisor (P–S) Fit-Job satisfaction 5 0.6
## Person–Supervisor (P–S) Fit-Organizational commitment 5 0.6
## personnel changes-Collective turnover 6 0.8
## Place attachment-Pro-environmental behaviour 2 0.3
## Position tenure-Affective Commitment to the Organization 2 0.3
## Positive family-to-work spillover-Autonomy 2 0.3
## Positive family-to-work spillover-Job & career satisfaction 2 0.3
## Positive family-to-work spillover-Support from home 2 0.3
## Positive family-to-work spillover-Support from work 2 0.3
## Positive family-to-work spillover-Work engagement 2 0.3
## Positive family-to-work spillover-Work strain 2 0.3
## Positive work-to-family spillover-Autonomy 2 0.3
## Positive work-to-family spillover-Job & career satisfaction 2 0.3
## Positive work-to-family spillover-Support from home 2 0.3
## Positive work-to-family spillover-Support from work 2 0.3
## Positive work-to-family spillover-Work engagement 2 0.3
## Positive work-to-family spillover-Work strain 2 0.3
## public service motivation-age 3 0.4
## public service motivation-gender 3 0.4
## Reciprocity-Knowledge sharing 8 1.0
## Rewards-Knowledge sharing 8 1.0
## Role Ambiguity-affective commitment 2 0.3
## Role ambiguity-Affective Commitment to the Organization 2 0.3
## Role ambiguity-Continuance Commitment to the Organization 2 0.3
## Role ambiguity-depression 3 0.4
## Role ambiguity-Normative Commitment to the Organization 2 0.3
## Role Conflict-affective commitment 2 0.3
## Role conflict-Affective Commitment to the Organization 2 0.3
## Role conflict-Continuance Commitment to the Organization 2 0.3
## Role conflict-depression 3 0.4
## Role conflict-turnover intention 2 0.3
## Role Overload-affective commitment 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership 6 0.8
## Self-efficacy-Knowledge sharing 8 1.0
## Self-enjoyment-Knowledge sharing 8 1.0
## self-regulatory capacity impairment-counterproductive work behavior 2 0.3
## Servant leadership-OCB 6 0.8
## Servant leadership-Organizational commitment 6 0.8
## Servant leadership-Performance 4 0.5
## Servant leadership-Psychological capital 2 0.3
## Servant leadership-Service climate 2 0.3
## Servant leadership-Work engagement 2 0.3
## Social network-knowledge sharing 2 0.3
## Social trust-knowledge sharing 2 0.3
## state negative affect-counterproductive work behavior 2 0.3
## state negative affect-self-regulatory capacity impairment 2 0.3
## subjective norm-actual system use 2 0.3
## Subjective norm-knowledge sharing 2 0.3
## Subjective Well-being-Job Performance 6 0.8
## supervisor transformational leadership-Individual-level employee innovation 11 1.4
## supervisor transformational leadership-Team-level employee innovation 11 1.4
## Task interdependence-Overall team performance 2 0.3
## Task interdependence-Relational team functioning 2 0.3
## Task interdependence-Task-focused team functioning 2 0.3
## Tasked-focused leadership-Team Effectiveness 2 0.3
## Transformational Leadership-Commitment to change 2 0.3
## Transformational Leadership-Support for change 2 0.3
## Trust-Organizational Justice 2 0.3
## Trust-Procedural justice 2 0.3
## Turnover intention-Organizational Justice 2 0.3
## Turnover intention-Procedural justice 2 0.3
## Turnover intention-Turnover behavior 6 0.8
## Work-Family Enrichment-Family Satisfaction 2 0.3
## Work-Family Enrichment-Job Performance 3 0.4
## Work-Family Enrichment-Job Satisfaction 4 0.5
## Work-Family Enrichment-Organization Commitment 2 0.3
## Work-Family Enrichment-Psychological Distress 2 0.3
## Work-Family Enrichment-Turnover Intention 3 0.4
## Work-Family Enrichment-Work Engagement 3 0.4
## ───────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 265## TABLE 3b. IB and OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions 2 4.2
## Collective Employee Turnover-Organizational Performance 7 14.6
## collective turnover-Organizational performance 7 14.6
## Contractual governance-Trust 5 10.4
## Core product quality-Behavioural intentions 2 4.2
## Emotional intelligence-service quality 8 16.7
## Employee performance-firm performance 2 4.2
## Employee satisfaction-firm performance 2 4.2
## Entrepreneurial Self Efficacy-Firm Performance 2 4.2
## Intra-organizational Trust-Organizational performance 2 4.2
## Management support-firm performance 2 4.2
## Organizational commitment-firm performance 3 6.2
## Service innovation-Firm performance 4 8.3
## ───────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 13## TABLE 3i. IB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation 4 0.9
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor 8 1.8
## Attracting Societal Institutional Factor-innovation 2 0.5
## Attracting Societal Institutional Factor-strategic process 2 0.5
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor 2 0.5
## Detering Economic Institutional Factor-innovation 2 0.5
## Detering Economic Institutional Factor-organizational resource 2 0.5
## Detering Economic Institutional Factor-strategic process 2 0.5
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor 2 0.5
## Detering Societal Institutional Factor-general performance 21 4.8
## Detering Societal Institutional Factor-internationalization 15 3.4
## Innovation-general performance 9 2.0
## Internationalization-general performance 10 2.3
## Internationalization-non-marketing outcome 7 1.6
## non-marketing outcome-non-marketing outcome 2 0.5
## organizational capability-general performance 25 5.7
## organizational capability-innovation 4 0.9
## organizational capability-internationalization 7 1.6
## organizational capability-marketing outcome 4 0.9
## organizational resource-general performance 37 8.4
## organizational resource-innovation 12 2.7
## organizational resource-Innovation 12 2.7
## organizational resource-marketing outcome 22 5.0
## organizational resource-non-marketing outcome 8 1.8
## organizational resource-organizational capability 6 1.4
## organizational resource-organizational resource 6 1.4
## strategic orientation-general performance 9 2.0
## strategic orientation-strategic process 12 2.7
## strategic process-general performance 138 31.2
## strategic process-innovation 2 0.5
## strategic process-marketing outcome 20 4.5
## strategic process-non-marketing outcome 6 1.4
## strategic process-organizational capability 10 2.3
## strategy process-general performance 12 2.7
## ───────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 34## TABLE 3o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance 8 1.0
## abusive supervision-counterproductive behavior 4 0.5
## abusive supervision-focal performance 2 0.3
## abusive supervision-justice 2 0.3
## abusive supervision-response 4 0.5
## abusive supervision-satisfaction 2 0.3
## Agreeableness-commitment 8 1.0
## change-oriented leader behavior-change-oriented leader behavior 6 0.8
## change-oriented leader behavior-commitment 2 0.3
## change-oriented leader behavior-contextual performance 11 1.4
## change-oriented leader behavior-focal performance 11 1.4
## change-oriented leader behavior-motivation to work 2 0.3
## collective attitudes/perception-withdraw 7 0.9
## commitment-commitment 14 1.8
## commitment-contextual performance 14 1.8
## commitment-justice 4 0.5
## commitment-response 8 1.0
## commitment-task performance 6 0.8
## Conscientiousness-commitment 8 1.0
## contextual performance-commitment 2 0.3
## contextual performance-contextual performance 20 2.5
## contextual performance-focal performance 2 0.3
## contextual performance-relational-oriented leader behavior 1 0.1
## contextual performance-Relationship quality 2 0.3
## demographics-commitment 12 1.5
## demographics-demographics 2 0.3
## demographics-response 8 1.0
## demographics-Task Performance 36 4.5
## Emotional Stability-commitment 8 1.0
## Extraversion-commitment 10 1.3
## justice-commitment 2 0.3
## justice-mental health 2 0.3
## justice-response 8 1.0
## KSAO-commitment 14 1.8
## KSAO-demographics 12 1.5
## KSAO-task performance 8 1.0
## leader mistreatment-counterproductive behavior 2 0.3
## leader mistreatment-negative emotion 2 0.3
## leader mistreatment-response 2 0.3
## motivation to work-contextual performance 10 1.3
## Motivators-Technology perceptions and usage 4 0.5
## negative emotion-counterproductive behavior 2 0.3
## negative emotion-response 2 0.3
## Neuroticism-motivation to work 4 0.5
## Openness to Experience-commitment 8 1.0
## perceived fit-commitment 32 4.0
## perceived fit-perceived fit 1 0.1
## perceived fit-response 35 4.4
## perceived fit-satisfaction 36 4.5
## perceived fit-task performance 26 3.3
## perception of support-commitment 4 0.5
## perception of support-contextual performance 10 1.3
## perception of support-focal performance 2 0.3
## perception of support-job involvement 2 0.3
## perception of support-response 6 0.8
## perception of support-satisfaction 2 0.3
## perceptions of support-commitment 8 1.0
## perceptions of support-demographics 4 0.5
## perceptions of support-KSAO 4 0.5
## perceptions of support-motivation to work 2 0.3
## perceptions of support-perceptions of support 2 0.3
## perceptions of support-relational-oriented leader behavior 2 0.3
## perceptions of support-response 2 0.3
## perceptions of support-satisfaction 2 0.3
## producer-commitment 18 2.3
## producer-perceptions of support 12 1.5
## producer-producer 6 0.8
## producer-response 14 1.8
## psychological characteristics-contextual performance 2 0.3
## public service motivation-demographics 6 0.8
## relational-oriented leader behavior-commitment 4 0.5
## relational-oriented leader behavior-contextual performance 2 0.3
## relational-oriented leader behavior-focal performance 2 0.3
## relational-oriented leader behavior-justice 6 0.8
## relational-oriented leader behavior-response 2 0.3
## relational-oriented leader behavior-satisfaction 2 0.3
## relational-oriented leader behavior-task performance 4 0.5
## relational-oriented leader behavior-team effectiveness 2 0.3
## relational-oriented leader behavior-Work-family balance 16 2.0
## response-counterproductive behavior 2 0.3
## response-justice 4 0.5
## response-perceptions of support 6 0.8
## response-producer 12 1.5
## response-response 2 0.3
## response-withdraw 6 0.8
## satisfaction-commitment 6 0.8
## satisfaction-contextual performance 2 0.3
## satisfaction-focal performance 2 0.3
## satisfaction-justice 8 1.0
## satisfaction-perceptions of support 6 0.8
## satisfaction-producer 12 1.5
## satisfaction-response 2 0.3
## satisfaction-task performance 2 0.3
## Self-enjoyment-contextual performance 8 1.0
## Social network-contextual performance 2 0.3
## Subjective norm-actual system use 2 0.3
## Subjective norm-contextual performance 2 0.3
## Subjective Well-being-focal performance 6 0.8
## task-oriented behavior-team effectiveness 2 0.3
## team composition-Conflict 2 0.3
## team composition-Social integration 2 0.3
## team structure-contextual performance 6 0.8
## team structure-focal performance 4 0.5
## team structure-team functioning 8 1.0
## value-based and moral leader behavior-commitment 6 0.8
## value-based and moral leader behavior-contextual performance 6 0.8
## value-based and moral leader behavior-Job involvement 2 0.3
## value-based and moral leader behavior-KSAO 2 0.3
## value-based and moral leader behavior-perceptions of support 2 0.3
## value-based and moral leader behavior-task performance 4 0.5
## withdraw-withdraw 6 0.8
## work-family balance-commitment 2 0.3
## work-family balance-Family Satisfaction 2 0.3
## work-family balance-focal performance 3 0.4
## work-family balance-job involvement 3 0.4
## Work-family balance-Job involvement 6 0.8
## Work-family balance-Life satisfaction 2 0.3
## Work-family balance-Mental health & well-being 2 0.3
## work-family balance-response 5 0.6
## Work-family balance-response 8 1.0
## work-family balance-satisfaction 6 0.8
## Work-family balance-satisfaction 12 1.5
## Work-family balance-Work-family balance 16 2.0
## ───────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 123## TABLE 3b. IB and OB## Frequency Statistics:
## ─────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────
## commitment-general performance 3 6.2
## KSAO-non-marketing outcome 8 16.7
## motivation to work-general performance 2 4.2
## non-marketing outcome-behavioural intentions 4 8.3
## organizational capability-satisfaction 5 10.4
## perceptions of support-general performance 2 4.2
## satisfaction-general performance 2 4.2
## satisfation-general performance 2 4.2
## Service innovation-general performance 4 8.3
## task performance-general performance 2 4.2
## withdraw-general performance 14 29.2
## ─────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 11## TABLE 4i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor 8 1.8
## Attracting Institutional Factor-Organizational Outcome 6 1.4
## Attracting Institutional Factor-xxxinternal environment 2 0.5
## Detering Institutional Factor-Attracting Institutional Factor 4 0.9
## Detering Institutional Factor-Organizational Outcome 38 8.6
## Detering Institutional Factor-xxxinternal environment 4 0.9
## Organizational Outcome-Organizational Outcome 30 6.8
## xxxinternal environment-organizational outcome 4 0.9
## xxxinternal environment-Organizational Outcome 312 70.6
## xxxinternal environment-xxxinternal environment 34 7.7
## ─────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 10## TABLE 4o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────
## attitudes-behaviors 4 0.5
## bahaviors-team effectiveness 6 0.8
## behaviors-behaviors 22 2.8
## behaviors-constructive leadership 1 0.1
## behaviors-emerging state 2 0.3
## behaviors-motivation 2 0.3
## big five-motivation 46 5.8
## constructive leadership-behaviors 43 5.4
## constructive leadership-constructive leadership 6 0.8
## constructive leadership-motivation 30 3.8
## constructive leadership-Personal characteristics 2 0.3
## constructive leadership-stress 6 0.8
## constructive leadership-team effectiveness 15 1.9
## Constructive Leadership-well-being 16 2.0
## emerging state-behaviors 2 0.3
## emerging state-team effectiveness 7 0.9
## leadership-behaviors 2 0.3
## leadership-stress 2 0.3
## leadership-wellbeing 2 0.3
## motivation-behaviors 76 9.5
## motivation-Constructive Leadership 2 0.3
## motivation-motivation 131 16.4
## motivation-personal characteristics 6 0.8
## motivation-Personal characteristics 8 1.0
## motivation-stress 73 9.1
## motivation-team effectiveness 2 0.3
## motivation-well-being 2 0.3
## personal characteristics-behaviors 2 0.3
## Personal characteristics-behaviors 20 2.5
## Personal characteristics-Behaviors 24 3.0
## Personal characteristics-motivation 26 3.3
## personal characteristics-personal characteristics 2 0.3
## Personal characteristics-Personal characteristics 12 1.5
## Personal characteristics-stress 8 1.0
## stress-behaviors 8 1.0
## stress-motivation 40 5.0
## stress-stress 34 4.3
## team input-behaviors 6 0.8
## team input-emerging states 2 0.3
## team input-team effectiveness 4 0.5
## team input-team process 10 1.3
## well-being-behaviors 17 2.1
## well-being-motivation 29 3.6
## well-being-stress 13 1.6
## well-being-well-being 22 2.8
## wellbeing-behaviors 2 0.3
## wellbeing-stress 2 0.3
## ───────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 47## TABLE 4b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────
## behaviors-Organizational Outcome 6 12.5
## motivation-Organizational Outcome 11 22.9
## Organizational Outcome-attitudes 4 8.3
## Personal characteristics-organizational outcome 8 16.7
## team effectiveness-Organizational Outcome 14 29.2
## xxxinternal environment-motivation 5 10.4
## ────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 6## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## IB@Attracting Institutional Factor-Attracting Institutional Factor@Attracting Societal Institutional Factor-Attracting Economic Institutional Factor 8 0.6
## IB@Attracting Institutional Factor-Organizational Outcome@Attracting Economic Institutional Factor-innovation 4 0.3
## IB@Attracting Institutional Factor-Organizational Outcome@Attracting Societal Institutional Factor-innovation 2 0.2
## IB@Attracting Institutional Factor-xxxinternal environment@Attracting Societal Institutional Factor-strategic process 2 0.2
## IB@Detering Institutional Factor-Attracting Institutional Factor@Detering Economic Institutional Factor-Attracting Economic Institutional Factor 2 0.2
## IB@Detering Institutional Factor-Attracting Institutional Factor@Detering Societal Institutional Factor-Attracting Economic Institutional Factor 2 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Economic Institutional Factor-innovation 2 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-general performance 21 1.6
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-internationalization 15 1.2
## IB@Detering Institutional Factor-xxxinternal environment@Detering Economic Institutional Factor-organizational resource 2 0.2
## IB@Detering Institutional Factor-xxxinternal environment@Detering Economic Institutional Factor-strategic process 2 0.2
## IB@Organizational Outcome-Organizational Outcome@Innovation-general performance 9 0.7
## IB@Organizational Outcome-Organizational Outcome@Internationalization-general performance 10 0.8
## IB@Organizational Outcome-Organizational Outcome@Internationalization-non-marketing outcome 7 0.5
## IB@Organizational Outcome-Organizational Outcome@non-marketing outcome-non-marketing outcome 2 0.2
## IB@Organizational Outcome-Organizational Outcome@organizational resource-general performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance 25 1.9
## IB@xxxinternal environment-Organizational Outcome@organizational capability-innovation 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational capability-internationalization 7 0.5
## IB@xxxinternal environment-Organizational Outcome@organizational capability-marketing outcome 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance 35 2.7
## IB@xxxinternal environment-Organizational Outcome@organizational resource-innovation 12 0.9
## IB@xxxinternal environment-Organizational Outcome@organizational resource-Innovation 12 0.9
## IB@xxxinternal environment-organizational outcome@organizational resource-marketing outcome 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome 18 1.4
## IB@xxxinternal environment-Organizational Outcome@organizational resource-non-marketing outcome 8 0.6
## IB@xxxinternal environment-Organizational Outcome@strategic orientation-general performance 9 0.7
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance 138 10.7
## IB@xxxinternal environment-Organizational Outcome@strategic process-innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-marketing outcome 20 1.6
## IB@xxxinternal environment-Organizational Outcome@strategic process-non-marketing outcome 6 0.5
## IB@xxxinternal environment-Organizational Outcome@strategy process-general performance 12 0.9
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational capability 6 0.5
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational resource 6 0.5
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process 12 0.9
## IB@xxxinternal environment-xxxinternal environment@strategic process-organizational capability 10 0.8
## IBOB@behaviors-Organizational Outcome@Service innovation-general performance 4 0.3
## IBOB@behaviors-Organizational Outcome@task performance-general performance 2 0.2
## IBOB@motivation-Organizational Outcome@commitment-general performance 3 0.2
## IBOB@motivation-Organizational Outcome@motivation to work-general performance 2 0.2
## IBOB@motivation-Organizational Outcome@perceptions of support-general performance 2 0.2
## IBOB@motivation-Organizational Outcome@satisfaction-general performance 2 0.2
## IBOB@motivation-Organizational Outcome@satisfation-general performance 2 0.2
## IBOB@Organizational Outcome-attitudes@non-marketing outcome-behavioural intentions 4 0.3
## IBOB@Personal characteristics-organizational outcome@KSAO-non-marketing outcome 8 0.6
## IBOB@team effectiveness-Organizational Outcome@withdraw-general performance 14 1.1
## IBOB@xxxinternal environment-motivation@organizational capability-satisfaction 5 0.4
## OB@attitudes-behaviors@Subjective norm-actual system use 2 0.2
## OB@attitudes-behaviors@Subjective norm-contextual performance 2 0.2
## OB@bahaviors-team effectiveness@withdraw-withdraw 6 0.5
## OB@behaviors-behaviors@contextual performance-contextual performance 20 1.6
## OB@behaviors-behaviors@contextual performance-focal performance 2 0.2
## OB@behaviors-constructive leadership@contextual performance-relational-oriented leader behavior 1 0.1
## OB@behaviors-emerging state@contextual performance-Relationship quality 2 0.2
## OB@behaviors-motivation@contextual performance-commitment 2 0.2
## OB@big five-motivation@Agreeableness-commitment 8 0.6
## OB@big five-motivation@Conscientiousness-commitment 8 0.6
## OB@big five-motivation@Emotional Stability-commitment 8 0.6
## OB@big five-motivation@Extraversion-commitment 10 0.8
## OB@big five-motivation@Neuroticism-motivation to work 4 0.3
## OB@big five-motivation@Openness to Experience-commitment 8 0.6
## OB@constructive leadership-behaviors@abusive supervision-contextual performance 8 0.6
## OB@constructive leadership-behaviors@abusive supervision-counterproductive behavior 4 0.3
## OB@constructive leadership-behaviors@abusive supervision-focal performance 2 0.2
## OB@constructive leadership-behaviors@change-oriented leader behavior-contextual performance 11 0.9
## OB@constructive leadership-behaviors@relational-oriented leader behavior-contextual performance 2 0.2
## OB@constructive leadership-behaviors@relational-oriented leader behavior-focal performance 2 0.2
## OB@constructive leadership-behaviors@relational-oriented leader behavior-task performance 4 0.3
## OB@constructive leadership-behaviors@value-based and moral leader behavior-contextual performance 6 0.5
## OB@constructive leadership-behaviors@value-based and moral leader behavior-task performance 4 0.3
## OB@constructive leadership-constructive leadership@change-oriented leader behavior-change-oriented leader behavior 6 0.5
## OB@constructive leadership-motivation@abusive supervision-justice 2 0.2
## OB@constructive leadership-motivation@abusive supervision-satisfaction 2 0.2
## OB@constructive leadership-motivation@change-oriented leader behavior-commitment 2 0.2
## OB@constructive leadership-motivation@change-oriented leader behavior-motivation to work 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-commitment 4 0.3
## OB@constructive leadership-motivation@relational-oriented leader behavior-justice 6 0.5
## OB@constructive leadership-motivation@relational-oriented leader behavior-satisfaction 2 0.2
## OB@constructive leadership-motivation@value-based and moral leader behavior-commitment 6 0.5
## OB@constructive leadership-motivation@value-based and moral leader behavior-Job involvement 2 0.2
## OB@constructive leadership-motivation@value-based and moral leader behavior-perceptions of support 2 0.2
## OB@constructive leadership-Personal characteristics@value-based and moral leader behavior-KSAO 2 0.2
## OB@constructive leadership-stress@abusive supervision-response 4 0.3
## OB@constructive leadership-stress@relational-oriented leader behavior-response 2 0.2
## OB@constructive leadership-team effectiveness@change-oriented leader behavior-focal performance 11 0.9
## OB@constructive leadership-team effectiveness@relational-oriented leader behavior-team effectiveness 2 0.2
## OB@constructive leadership-team effectiveness@task-oriented behavior-team effectiveness 2 0.2
## OB@Constructive Leadership-well-being@relational-oriented leader behavior-Work-family balance 16 1.2
## OB@emerging state-behaviors@Social network-contextual performance 2 0.2
## OB@emerging state-team effectiveness@collective attitudes/perception-withdraw 7 0.5
## OB@leadership-behaviors@leader mistreatment-counterproductive behavior 2 0.2
## OB@leadership-stress@leader mistreatment-response 2 0.2
## OB@leadership-wellbeing@leader mistreatment-negative emotion 2 0.2
## OB@motivation-behaviors@commitment-contextual performance 14 1.1
## OB@motivation-behaviors@commitment-task performance 6 0.5
## OB@motivation-behaviors@motivation to work-contextual performance 10 0.8
## OB@motivation-behaviors@Motivators-Technology perceptions and usage 4 0.3
## OB@motivation-behaviors@perceived fit-task performance 26 2.0
## OB@motivation-behaviors@perception of support-contextual performance 10 0.8
## OB@motivation-behaviors@perception of support-focal performance 2 0.2
## OB@motivation-behaviors@satisfaction-contextual performance 2 0.2
## OB@motivation-behaviors@satisfaction-task performance 2 0.2
## OB@motivation-Constructive Leadership@perceptions of support-relational-oriented leader behavior 2 0.2
## OB@motivation-motivation@commitment-commitment 14 1.1
## OB@motivation-motivation@commitment-justice 4 0.3
## OB@motivation-motivation@justice-commitment 2 0.2
## OB@motivation-motivation@perceived fit-commitment 32 2.5
## OB@motivation-motivation@perceived fit-perceived fit 1 0.1
## OB@motivation-motivation@perceived fit-satisfaction 36 2.8
## OB@motivation-motivation@perception of support-commitment 4 0.3
## OB@motivation-motivation@perception of support-job involvement 2 0.2
## OB@motivation-motivation@perception of support-satisfaction 2 0.2
## OB@motivation-motivation@perceptions of support-commitment 8 0.6
## OB@motivation-motivation@perceptions of support-motivation to work 2 0.2
## OB@motivation-motivation@perceptions of support-perceptions of support 2 0.2
## OB@motivation-motivation@perceptions of support-satisfaction 2 0.2
## OB@motivation-motivation@satisfaction-commitment 6 0.5
## OB@motivation-motivation@satisfaction-justice 8 0.6
## OB@motivation-motivation@satisfaction-perceptions of support 6 0.5
## OB@motivation-Personal characteristics@perceptions of support-demographics 4 0.3
## OB@motivation-Personal characteristics@perceptions of support-KSAO 4 0.3
## OB@motivation-personal characteristics@public service motivation-demographics 6 0.5
## OB@motivation-stress@commitment-response 8 0.6
## OB@motivation-stress@justice-response 8 0.6
## OB@motivation-stress@perceived fit-response 35 2.7
## OB@motivation-stress@perception of support-response 6 0.5
## OB@motivation-stress@perceptions of support-response 2 0.2
## OB@motivation-stress@satisfaction-producer 12 0.9
## OB@motivation-stress@satisfaction-response 2 0.2
## OB@motivation-team effectiveness@satisfaction-focal performance 2 0.2
## OB@motivation-well-being@justice-mental health 2 0.2
## OB@Personal characteristics-behaviors@demographics-Task Performance 12 0.9
## OB@Personal characteristics-Behaviors@demographics-Task Performance 24 1.9
## OB@Personal characteristics-behaviors@KSAO-task performance 8 0.6
## OB@personal characteristics-behaviors@psychological characteristics-contextual performance 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment 12 0.9
## OB@Personal characteristics-motivation@KSAO-commitment 14 1.1
## OB@personal characteristics-personal characteristics@demographics-demographics 2 0.2
## OB@Personal characteristics-Personal characteristics@KSAO-demographics 12 0.9
## OB@Personal characteristics-stress@demographics-response 8 0.6
## OB@stress-behaviors@response-counterproductive behavior 2 0.2
## OB@stress-behaviors@response-withdraw 6 0.5
## OB@stress-motivation@producer-commitment 18 1.4
## OB@stress-motivation@producer-perceptions of support 12 0.9
## OB@stress-motivation@response-justice 4 0.3
## OB@stress-motivation@response-perceptions of support 6 0.5
## OB@stress-stress@producer-producer 6 0.5
## OB@stress-stress@producer-response 14 1.1
## OB@stress-stress@response-producer 12 0.9
## OB@stress-stress@response-response 2 0.2
## OB@team input-behaviors@team structure-contextual performance 6 0.5
## OB@team input-emerging states@team composition-Social integration 2 0.2
## OB@team input-team effectiveness@team structure-focal performance 4 0.3
## OB@team input-team process@team composition-Conflict 2 0.2
## OB@team input-team process@team structure-team functioning 8 0.6
## OB@well-being-behaviors@Self-enjoyment-contextual performance 8 0.6
## OB@well-being-behaviors@Subjective Well-being-focal performance 6 0.5
## OB@well-being-behaviors@work-family balance-focal performance 3 0.2
## OB@well-being-motivation@work-family balance-commitment 2 0.2
## OB@well-being-motivation@work-family balance-job involvement 3 0.2
## OB@well-being-motivation@Work-family balance-Job involvement 6 0.5
## OB@well-being-motivation@work-family balance-satisfaction 6 0.5
## OB@well-being-motivation@Work-family balance-satisfaction 12 0.9
## OB@well-being-stress@work-family balance-response 5 0.4
## OB@well-being-stress@Work-family balance-response 8 0.6
## OB@well-being-well-being@work-family balance-Family Satisfaction 2 0.2
## OB@well-being-well-being@Work-family balance-Life satisfaction 2 0.2
## OB@well-being-well-being@Work-family balance-Mental health & well-being 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance 16 1.2
## OB@wellbeing-behaviors@negative emotion-counterproductive behavior 2 0.2
## OB@wellbeing-stress@negative emotion-response 2 0.2
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 1,289
## Number of categories for this variable: 171## TABLE 5. IB and OB| No | N | Percent | IBorOB | RelationCategory | RelationVariables |
|---|---|---|---|---|---|
| 1 | 8 | 0.6 | IB | Attracting Institutional Factor-Attracting Institutional Factor | Attracting Societal Institutional Factor-Attracting Economic Institutional Factor |
| 2 | 4 | 0.3 | IB | Attracting Institutional Factor-Organizational Outcome | Attracting Economic Institutional Factor-innovation |
| 3 | 2 | 0.2 | IB | Attracting Institutional Factor-Organizational Outcome | Attracting Societal Institutional Factor-innovation |
| 4 | 2 | 0.2 | IB | Attracting Institutional Factor-xxxinternal environment | Attracting Societal Institutional Factor-strategic process |
| 5 | 2 | 0.2 | IB | Detering Institutional Factor-Attracting Institutional Factor | Detering Economic Institutional Factor-Attracting Economic Institutional Factor |
| 6 | 2 | 0.2 | IB | Detering Institutional Factor-Attracting Institutional Factor | Detering Societal Institutional Factor-Attracting Economic Institutional Factor |
| 7 | 2 | 0.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Economic Institutional Factor-innovation |
| 8 | 21 | 1.6 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-general performance |
| 9 | 15 | 1.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-internationalization |
| 10 | 2 | 0.2 | IB | Detering Institutional Factor-xxxinternal environment | Detering Economic Institutional Factor-organizational resource |
| 11 | 2 | 0.2 | IB | Detering Institutional Factor-xxxinternal environment | Detering Economic Institutional Factor-strategic process |
| 12 | 9 | 0.7 | IB | Organizational Outcome-Organizational Outcome | Innovation-general performance |
| 13 | 10 | 0.8 | IB | Organizational Outcome-Organizational Outcome | Internationalization-general performance |
| 14 | 7 | 0.5 | IB | Organizational Outcome-Organizational Outcome | Internationalization-non-marketing outcome |
| 15 | 2 | 0.2 | IB | Organizational Outcome-Organizational Outcome | non-marketing outcome-non-marketing outcome |
| 16 | 2 | 0.2 | IB | Organizational Outcome-Organizational Outcome | organizational resource-general performance |
| 17 | 25 | 1.9 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance |
| 18 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | organizational capability-innovation |
| 19 | 7 | 0.5 | IB | xxxinternal environment-Organizational Outcome | organizational capability-internationalization |
| 20 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | organizational capability-marketing outcome |
| 21 | 35 | 2.7 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance |
| 22 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | organizational resource-innovation |
| 23 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | organizational resource-Innovation |
| 25 | 18 | 1.4 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome |
| 26 | 8 | 0.6 | IB | xxxinternal environment-Organizational Outcome | organizational resource-non-marketing outcome |
| 27 | 9 | 0.7 | IB | xxxinternal environment-Organizational Outcome | strategic orientation-general performance |
| 28 | 138 | 10.7 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance |
| 29 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-innovation |
| 30 | 20 | 1.6 | IB | xxxinternal environment-Organizational Outcome | strategic process-marketing outcome |
| 31 | 6 | 0.5 | IB | xxxinternal environment-Organizational Outcome | strategic process-non-marketing outcome |
| 32 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | strategy process-general performance |
| 24 | 4 | 0.3 | IB | xxxinternal environment-organizational outcome | organizational resource-marketing outcome |
| 33 | 6 | 0.5 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational capability |
| 34 | 6 | 0.5 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational resource |
| 35 | 12 | 0.9 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process |
| 36 | 10 | 0.8 | IB | xxxinternal environment-xxxinternal environment | strategic process-organizational capability |
| 44 | 4 | 0.3 | IBOB | Organizational Outcome-attitudes | non-marketing outcome-behavioural intentions |
| 45 | 8 | 0.6 | IBOB | Personal characteristics-organizational outcome | KSAO-non-marketing outcome |
| 37 | 4 | 0.3 | IBOB | behaviors-Organizational Outcome | Service innovation-general performance |
| 38 | 2 | 0.2 | IBOB | behaviors-Organizational Outcome | task performance-general performance |
| 39 | 3 | 0.2 | IBOB | motivation-Organizational Outcome | commitment-general performance |
| 40 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | motivation to work-general performance |
| 41 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | perceptions of support-general performance |
| 42 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | satisfaction-general performance |
| 43 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | satisfation-general performance |
| 46 | 14 | 1.1 | IBOB | team effectiveness-Organizational Outcome | withdraw-general performance |
| 47 | 5 | 0.4 | IBOB | xxxinternal environment-motivation | organizational capability-satisfaction |
| 88 | 16 | 1.2 | OB | Constructive Leadership-well-being | relational-oriented leader behavior-Work-family balance |
| 133 | 24 | 1.9 | OB | Personal characteristics-Behaviors | demographics-Task Performance |
| 139 | 12 | 0.9 | OB | Personal characteristics-Personal characteristics | KSAO-demographics |
| 132 | 12 | 0.9 | OB | Personal characteristics-behaviors | demographics-Task Performance |
| 134 | 8 | 0.6 | OB | Personal characteristics-behaviors | KSAO-task performance |
| 136 | 12 | 0.9 | OB | Personal characteristics-motivation | demographics-commitment |
| 137 | 14 | 1.1 | OB | Personal characteristics-motivation | KSAO-commitment |
| 140 | 8 | 0.6 | OB | Personal characteristics-stress | demographics-response |
| 48 | 2 | 0.2 | OB | attitudes-behaviors | Subjective norm-actual system use |
| 49 | 2 | 0.2 | OB | attitudes-behaviors | Subjective norm-contextual performance |
| 50 | 6 | 0.5 | OB | bahaviors-team effectiveness | withdraw-withdraw |
| 51 | 20 | 1.6 | OB | behaviors-behaviors | contextual performance-contextual performance |
| 52 | 2 | 0.2 | OB | behaviors-behaviors | contextual performance-focal performance |
| 53 | 1 | 0.1 | OB | behaviors-constructive leadership | contextual performance-relational-oriented leader behavior |
| 54 | 2 | 0.2 | OB | behaviors-emerging state | contextual performance-Relationship quality |
| 55 | 2 | 0.2 | OB | behaviors-motivation | contextual performance-commitment |
| 56 | 8 | 0.6 | OB | big five-motivation | Agreeableness-commitment |
| 57 | 8 | 0.6 | OB | big five-motivation | Conscientiousness-commitment |
| 58 | 8 | 0.6 | OB | big five-motivation | Emotional Stability-commitment |
| 59 | 10 | 0.8 | OB | big five-motivation | Extraversion-commitment |
| 60 | 4 | 0.3 | OB | big five-motivation | Neuroticism-motivation to work |
| 61 | 8 | 0.6 | OB | big five-motivation | Openness to Experience-commitment |
| 82 | 2 | 0.2 | OB | constructive leadership-Personal characteristics | value-based and moral leader behavior-KSAO |
| 62 | 8 | 0.6 | OB | constructive leadership-behaviors | abusive supervision-contextual performance |
| 63 | 4 | 0.3 | OB | constructive leadership-behaviors | abusive supervision-counterproductive behavior |
| 64 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-focal performance |
| 65 | 11 | 0.9 | OB | constructive leadership-behaviors | change-oriented leader behavior-contextual performance |
| 66 | 2 | 0.2 | OB | constructive leadership-behaviors | relational-oriented leader behavior-contextual performance |
| 67 | 2 | 0.2 | OB | constructive leadership-behaviors | relational-oriented leader behavior-focal performance |
| 68 | 4 | 0.3 | OB | constructive leadership-behaviors | relational-oriented leader behavior-task performance |
| 69 | 6 | 0.5 | OB | constructive leadership-behaviors | value-based and moral leader behavior-contextual performance |
| 70 | 4 | 0.3 | OB | constructive leadership-behaviors | value-based and moral leader behavior-task performance |
| 71 | 6 | 0.5 | OB | constructive leadership-constructive leadership | change-oriented leader behavior-change-oriented leader behavior |
| 72 | 2 | 0.2 | OB | constructive leadership-motivation | abusive supervision-justice |
| 73 | 2 | 0.2 | OB | constructive leadership-motivation | abusive supervision-satisfaction |
| 74 | 2 | 0.2 | OB | constructive leadership-motivation | change-oriented leader behavior-commitment |
| 75 | 2 | 0.2 | OB | constructive leadership-motivation | change-oriented leader behavior-motivation to work |
| 76 | 4 | 0.3 | OB | constructive leadership-motivation | relational-oriented leader behavior-commitment |
| 77 | 6 | 0.5 | OB | constructive leadership-motivation | relational-oriented leader behavior-justice |
| 78 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-satisfaction |
| 79 | 6 | 0.5 | OB | constructive leadership-motivation | value-based and moral leader behavior-commitment |
| 80 | 2 | 0.2 | OB | constructive leadership-motivation | value-based and moral leader behavior-Job involvement |
| 81 | 2 | 0.2 | OB | constructive leadership-motivation | value-based and moral leader behavior-perceptions of support |
| 83 | 4 | 0.3 | OB | constructive leadership-stress | abusive supervision-response |
| 84 | 2 | 0.2 | OB | constructive leadership-stress | relational-oriented leader behavior-response |
| 85 | 11 | 0.9 | OB | constructive leadership-team effectiveness | change-oriented leader behavior-focal performance |
| 86 | 2 | 0.2 | OB | constructive leadership-team effectiveness | relational-oriented leader behavior-team effectiveness |
| 87 | 2 | 0.2 | OB | constructive leadership-team effectiveness | task-oriented behavior-team effectiveness |
| 89 | 2 | 0.2 | OB | emerging state-behaviors | Social network-contextual performance |
| 90 | 7 | 0.5 | OB | emerging state-team effectiveness | collective attitudes/perception-withdraw |
| 91 | 2 | 0.2 | OB | leadership-behaviors | leader mistreatment-counterproductive behavior |
| 92 | 2 | 0.2 | OB | leadership-stress | leader mistreatment-response |
| 93 | 2 | 0.2 | OB | leadership-wellbeing | leader mistreatment-negative emotion |
| 103 | 2 | 0.2 | OB | motivation-Constructive Leadership | perceptions of support-relational-oriented leader behavior |
| 120 | 4 | 0.3 | OB | motivation-Personal characteristics | perceptions of support-demographics |
| 121 | 4 | 0.3 | OB | motivation-Personal characteristics | perceptions of support-KSAO |
| 94 | 14 | 1.1 | OB | motivation-behaviors | commitment-contextual performance |
| 95 | 6 | 0.5 | OB | motivation-behaviors | commitment-task performance |
| 96 | 10 | 0.8 | OB | motivation-behaviors | motivation to work-contextual performance |
| 97 | 4 | 0.3 | OB | motivation-behaviors | Motivators-Technology perceptions and usage |
| 98 | 26 | 2.0 | OB | motivation-behaviors | perceived fit-task performance |
| 99 | 10 | 0.8 | OB | motivation-behaviors | perception of support-contextual performance |
| 100 | 2 | 0.2 | OB | motivation-behaviors | perception of support-focal performance |
| 101 | 2 | 0.2 | OB | motivation-behaviors | satisfaction-contextual performance |
| 102 | 2 | 0.2 | OB | motivation-behaviors | satisfaction-task performance |
| 104 | 14 | 1.1 | OB | motivation-motivation | commitment-commitment |
| 105 | 4 | 0.3 | OB | motivation-motivation | commitment-justice |
| 106 | 2 | 0.2 | OB | motivation-motivation | justice-commitment |
| 107 | 32 | 2.5 | OB | motivation-motivation | perceived fit-commitment |
| 108 | 1 | 0.1 | OB | motivation-motivation | perceived fit-perceived fit |
| 109 | 36 | 2.8 | OB | motivation-motivation | perceived fit-satisfaction |
| 110 | 4 | 0.3 | OB | motivation-motivation | perception of support-commitment |
| 111 | 2 | 0.2 | OB | motivation-motivation | perception of support-job involvement |
| 112 | 2 | 0.2 | OB | motivation-motivation | perception of support-satisfaction |
| 113 | 8 | 0.6 | OB | motivation-motivation | perceptions of support-commitment |
| 114 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-motivation to work |
| 115 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-perceptions of support |
| 116 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-satisfaction |
| 117 | 6 | 0.5 | OB | motivation-motivation | satisfaction-commitment |
| 118 | 8 | 0.6 | OB | motivation-motivation | satisfaction-justice |
| 119 | 6 | 0.5 | OB | motivation-motivation | satisfaction-perceptions of support |
| 122 | 6 | 0.5 | OB | motivation-personal characteristics | public service motivation-demographics |
| 123 | 8 | 0.6 | OB | motivation-stress | commitment-response |
| 124 | 8 | 0.6 | OB | motivation-stress | justice-response |
| 125 | 35 | 2.7 | OB | motivation-stress | perceived fit-response |
| 126 | 6 | 0.5 | OB | motivation-stress | perception of support-response |
| 127 | 2 | 0.2 | OB | motivation-stress | perceptions of support-response |
| 128 | 12 | 0.9 | OB | motivation-stress | satisfaction-producer |
| 129 | 2 | 0.2 | OB | motivation-stress | satisfaction-response |
| 130 | 2 | 0.2 | OB | motivation-team effectiveness | satisfaction-focal performance |
| 131 | 2 | 0.2 | OB | motivation-well-being | justice-mental health |
| 135 | 2 | 0.2 | OB | personal characteristics-behaviors | psychological characteristics-contextual performance |
| 138 | 2 | 0.2 | OB | personal characteristics-personal characteristics | demographics-demographics |
| 141 | 2 | 0.2 | OB | stress-behaviors | response-counterproductive behavior |
| 142 | 6 | 0.5 | OB | stress-behaviors | response-withdraw |
| 143 | 18 | 1.4 | OB | stress-motivation | producer-commitment |
| 144 | 12 | 0.9 | OB | stress-motivation | producer-perceptions of support |
| 145 | 4 | 0.3 | OB | stress-motivation | response-justice |
| 146 | 6 | 0.5 | OB | stress-motivation | response-perceptions of support |
| 147 | 6 | 0.5 | OB | stress-stress | producer-producer |
| 148 | 14 | 1.1 | OB | stress-stress | producer-response |
| 149 | 12 | 0.9 | OB | stress-stress | response-producer |
| 150 | 2 | 0.2 | OB | stress-stress | response-response |
| 151 | 6 | 0.5 | OB | team input-behaviors | team structure-contextual performance |
| 152 | 2 | 0.2 | OB | team input-emerging states | team composition-Social integration |
| 153 | 4 | 0.3 | OB | team input-team effectiveness | team structure-focal performance |
| 154 | 2 | 0.2 | OB | team input-team process | team composition-Conflict |
| 155 | 8 | 0.6 | OB | team input-team process | team structure-team functioning |
| 156 | 8 | 0.6 | OB | well-being-behaviors | Self-enjoyment-contextual performance |
| 157 | 6 | 0.5 | OB | well-being-behaviors | Subjective Well-being-focal performance |
| 158 | 3 | 0.2 | OB | well-being-behaviors | work-family balance-focal performance |
| 159 | 2 | 0.2 | OB | well-being-motivation | work-family balance-commitment |
| 160 | 3 | 0.2 | OB | well-being-motivation | work-family balance-job involvement |
| 161 | 6 | 0.5 | OB | well-being-motivation | Work-family balance-Job involvement |
| 162 | 6 | 0.5 | OB | well-being-motivation | work-family balance-satisfaction |
| 163 | 12 | 0.9 | OB | well-being-motivation | Work-family balance-satisfaction |
| 164 | 5 | 0.4 | OB | well-being-stress | work-family balance-response |
| 165 | 8 | 0.6 | OB | well-being-stress | Work-family balance-response |
| 166 | 2 | 0.2 | OB | well-being-well-being | work-family balance-Family Satisfaction |
| 167 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Life satisfaction |
| 168 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Mental health & well-being |
| 169 | 16 | 1.2 | OB | well-being-well-being | Work-family balance-Work-family balance |
| 170 | 2 | 0.2 | OB | wellbeing-behaviors | negative emotion-counterproductive behavior |
| 171 | 2 | 0.2 | OB | wellbeing-stress | negative emotion-response |
## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## IB@Attracting Institutional Factor-Attracting Institutional Factor@Attracting Societal Institutional Factor-Attracting Economic Institutional Factor@democratic institution-FDI attractiveness 2 0.2
## IB@Attracting Institutional Factor-Attracting Institutional Factor@Attracting Societal Institutional Factor-Attracting Economic Institutional Factor@institutional quality-FDI attractiveness 2 0.2
## IB@Attracting Institutional Factor-Attracting Institutional Factor@Attracting Societal Institutional Factor-Attracting Economic Institutional Factor@political stability-FDI attractiveness 2 0.2
## IB@Attracting Institutional Factor-Attracting Institutional Factor@Attracting Societal Institutional Factor-Attracting Economic Institutional Factor@rule of law-FDI attractiveness 2 0.2
## IB@Attracting Institutional Factor-Organizational Outcome@Attracting Economic Institutional Factor-innovation@Customer demand-Environmental innovation 2 0.2
## IB@Attracting Institutional Factor-Organizational Outcome@Attracting Economic Institutional Factor-innovation@Subsidy-Environmental innovation 2 0.2
## IB@Attracting Institutional Factor-Organizational Outcome@Attracting Societal Institutional Factor-innovation@Regulation-Environmental innovation 2 0.2
## IB@Attracting Institutional Factor-xxxinternal environment@Attracting Societal Institutional Factor-strategic process@Regulation-Proactive environmental strategies 2 0.2
## IB@Detering Institutional Factor-Attracting Institutional Factor@Detering Economic Institutional Factor-Attracting Economic Institutional Factor@Tax rates-FDI attractiveness 2 0.2
## IB@Detering Institutional Factor-Attracting Institutional Factor@Detering Societal Institutional Factor-Attracting Economic Institutional Factor@Corruption-FDI attractiveness 2 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Economic Institutional Factor-innovation@Market Concentration-Environmental innovation 2 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-general performance@Contextual distance-international strategic alliances(ISA) performance 2 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-general performance@Cultural differences-Overall performance 3 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-general performance@Cultural Distance-Performance 16 1.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-internationalization@Cultural differences-Entry strategy 3 0.2
## IB@Detering Institutional Factor-Organizational Outcome@Detering Societal Institutional Factor-internationalization@host country risk-foreign ownership strategy 12 0.9
## IB@Detering Institutional Factor-xxxinternal environment@Detering Economic Institutional Factor-organizational resource@Firm Risk-Corporate Reputation 2 0.2
## IB@Detering Institutional Factor-xxxinternal environment@Detering Economic Institutional Factor-strategic process@Stakeholder norms-Proactive environmental strategies 2 0.2
## IB@Organizational Outcome-Organizational Outcome@Innovation-general performance@Innovation-firm performance 6 0.5
## IB@Organizational Outcome-Organizational Outcome@Innovation-general performance@Innovation-Overall performance 3 0.2
## IB@Organizational Outcome-Organizational Outcome@Internationalization-general performance@Export Market Orientation-Performance-related consequences 7 0.5
## IB@Organizational Outcome-Organizational Outcome@Internationalization-general performance@International Business Combination-Firm Performance 3 0.2
## IB@Organizational Outcome-Organizational Outcome@Internationalization-non-marketing outcome@Export Market Orientation-Strategy-related consequences 7 0.5
## IB@Organizational Outcome-Organizational Outcome@non-marketing outcome-non-marketing outcome@Aesthetic quality-Perceived value 2 0.2
## IB@Organizational Outcome-Organizational Outcome@organizational resource-general performance@VC investments-VC funded firm performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance@Dynamic capabilities-Firm performance 12 0.9
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance@Efficiency-firm performance 5 0.4
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance@Environmental innovation-organization performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance@innovation-SME performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-general performance@organizational capabilities-firm performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-innovation@Absorptive capacity(ACAP)-Innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-innovation@technological capabilities-Environmental innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-internationalization@Firm Capabilities-Export Market Orientation 7 0.5
## IB@xxxinternal environment-Organizational Outcome@organizational capability-marketing outcome@Absorptive capacity(ACAP)-financial performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational capability-marketing outcome@green innovation-financial performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Business ties-Firm performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Inter-organizational Trust-Organizational performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Knowledge-Friendly Organisational Culture-Organizational Performance 12 0.9
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Managerial ties-Firm performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Non-VRIN resources-market performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Non-VRIN resources-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@organizational social capital-firm performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Political ties-Firm performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Resources-market performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@Resources-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@VRIN resources-market performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-general performance@VRIN resources-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-innovation@breadth of knowledge sources-Environmental innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-innovation@Cohesive Networks-Innovation 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational resource-Innovation@Cohesive Networks-Innovation 6 0.5
## IB@xxxinternal environment-Organizational Outcome@organizational resource-innovation@Diverse Networks-Innovation 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational resource-Innovation@Diverse Networks-Innovation 6 0.5
## IB@xxxinternal environment-Organizational Outcome@organizational resource-innovation@firm size-Environmental innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@Corporate Reputation-Future Financial Performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@Corporate Reputation-Priori Financial Performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@family firms-financial performance 8 0.6
## IB@xxxinternal environment-organizational outcome@organizational resource-marketing outcome@family involvement-financial performance 4 0.3
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@Non-VRIN resources-accounting performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@Resources-accounting performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-marketing outcome@VRIN resources-accounting performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-non-marketing outcome@Corporate Reputation-Corporate social performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-non-marketing outcome@Corporate Reputation-Customer Commitment 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-non-marketing outcome@Corporate Reputation-Customer Loyalty 2 0.2
## IB@xxxinternal environment-Organizational Outcome@organizational resource-non-marketing outcome@Corporate Reputation-Customer Trust 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic orientation-general performance@Corporate venturing-Overall performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic orientation-general performance@Leadership-firm performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic orientation-general performance@Strategic renewal-Overall performance 3 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@alignment mechanism-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@blockholders-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@board independence-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@CEO duality-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@CEO pay-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@environmental management practices-firm performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@executive compensation-corporate performance 29 2.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@High-performance work practices (HPWPs)-Business Performance 28 2.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@HR practices-firm performance 4 0.3
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@insitutional investors-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@Internationalization-family firm performance 12 0.9
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@Internationalization-firm performance 32 2.5
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@investment mechanism-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@managerial ownership-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@monitoring mechnism-performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@state ownership-performance 1 0.1
## IB@xxxinternal environment-Organizational Outcome@strategic process-general performance@Strategic performance measurement systems-General Performance 12 0.9
## IB@xxxinternal environment-Organizational Outcome@strategic process-innovation@Environmental management system(EMS)-Environmental innovation 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-marketing outcome@Proactive environmental strategies-Economic performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-marketing outcome@Social&Environmental disclosures-Financial profitability 6 0.5
## IB@xxxinternal environment-Organizational Outcome@strategic process-marketing outcome@Strategic performance measurement systems-Financial Performance 12 0.9
## IB@xxxinternal environment-Organizational Outcome@strategic process-non-marketing outcome@Proactive environmental strategies-Environment performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategic process-non-marketing outcome@Productivity Measurement and Enhancement System (ProMES)-productivity 4 0.3
## IB@xxxinternal environment-Organizational Outcome@strategy process-general performance@Business planning-Performance 2 0.2
## IB@xxxinternal environment-Organizational Outcome@strategy process-general performance@environmental management practices-firm performance 10 0.8
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational capability@assest specificity-governance structures 2 0.2
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational capability@assest specificity-hierarchical governance 2 0.2
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational capability@assest specificity-relational governance 2 0.2
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational resource@Firm Size-Corporate Reputation 2 0.2
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational resource@Long-term institutional ownership-Corporate Reputation 2 0.2
## IB@xxxinternal environment-xxxinternal environment@organizational resource-organizational resource@Media Visibility-Corporate Reputation 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Mindsets of top managers-Proactive environmental strategies 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Resource dependence-alliance 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Resource dependence-board interlock 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Resource dependence-Interorganizational arrangements 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Resource dependence-joint venture 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic orientation-strategic process@Resource dependence-M&A 2 0.2
## IB@xxxinternal environment-xxxinternal environment@strategic process-organizational capability@Strategic performance measurement systems-Strategic Capabilities 10 0.8
## IBOB@behaviors-Organizational Outcome@Service innovation-general performance@Service innovation-Firm performance 4 0.3
## IBOB@behaviors-Organizational Outcome@task performance-general performance@Employee performance-firm performance 2 0.2
## IBOB@motivation-Organizational Outcome@commitment-general performance@Organizational commitment-firm performance 3 0.2
## IBOB@motivation-Organizational Outcome@motivation to work-general performance@Entrepreneurial Self Efficacy-Firm Performance 2 0.2
## IBOB@motivation-Organizational Outcome@perceptions of support-general performance@Management support-firm performance 2 0.2
## IBOB@motivation-Organizational Outcome@satisfaction-general performance@Intra-organizational Trust-Organizational performance 2 0.2
## IBOB@motivation-Organizational Outcome@satisfation-general performance@Employee satisfaction-firm performance 2 0.2
## IBOB@Organizational Outcome-attitudes@non-marketing outcome-behavioural intentions@Aesthetic quality-Behavioural intentions 2 0.2
## IBOB@Organizational Outcome-attitudes@non-marketing outcome-behavioural intentions@Core product quality-Behavioural intentions 2 0.2
## IBOB@Personal characteristics-organizational outcome@KSAO-non-marketing outcome@Emotional intelligence-service quality 8 0.6
## IBOB@team effectiveness-Organizational Outcome@withdraw-general performance@Collective Employee Turnover-Organizational Performance 7 0.5
## IBOB@team effectiveness-Organizational Outcome@withdraw-general performance@collective turnover-Organizational performance 7 0.5
## IBOB@xxxinternal environment-motivation@organizational capability-satisfaction@Contractual governance-Trust 5 0.4
## OB@attitudes-behaviors@Subjective norm-actual system use@subjective norm-actual system use 2 0.2
## OB@attitudes-behaviors@Subjective norm-contextual performance@Subjective norm-knowledge sharing 2 0.2
## OB@bahaviors-team effectiveness@withdraw-withdraw@personnel changes-Collective turnover 6 0.5
## OB@behaviors-behaviors@contextual performance-contextual performance@Communication-knowledge sharing 2 0.2
## OB@behaviors-behaviors@contextual performance-contextual performance@creativity-innovation 6 0.5
## OB@behaviors-behaviors@contextual performance-contextual performance@OCB-Inclusive role breadth-organizational citizenship behavior 2 0.2
## OB@behaviors-behaviors@contextual performance-contextual performance@open-minded discussion-Creativity 2 0.2
## OB@behaviors-behaviors@contextual performance-contextual performance@Reciprocity-Knowledge sharing 8 0.6
## OB@behaviors-behaviors@contextual performance-focal performance@open-minded discussion-Performance 2 0.2
## OB@behaviors-constructive leadership@contextual performance-relational-oriented leader behavior@open-minded discussion-LMX 1 0.1
## OB@behaviors-emerging state@contextual performance-Relationship quality@open-minded discussion-Relationship quality 2 0.2
## OB@behaviors-motivation@contextual performance-commitment@open-minded discussion-Commitment 2 0.2
## OB@big five-motivation@Agreeableness-commitment@Agreeableness-Affective commitment 2 0.2
## OB@big five-motivation@Agreeableness-commitment@Agreeableness-Continuance commitment 2 0.2
## OB@big five-motivation@Agreeableness-commitment@Agreeableness-Normative commitment 2 0.2
## OB@big five-motivation@Agreeableness-commitment@Agreeableness-Overall/attitudinal commitment 2 0.2
## OB@big five-motivation@Conscientiousness-commitment@Conscientiousness-Affective commitment 2 0.2
## OB@big five-motivation@Conscientiousness-commitment@Conscientiousness-Continuance commitment 2 0.2
## OB@big five-motivation@Conscientiousness-commitment@Conscientiousness-Normative commitment 2 0.2
## OB@big five-motivation@Conscientiousness-commitment@Conscientiousness-Overall/attitudinal commitment 2 0.2
## OB@big five-motivation@Emotional Stability-commitment@Emotional Stability-Affective commitment 2 0.2
## OB@big five-motivation@Emotional Stability-commitment@Emotional Stability-Continuance commitment 2 0.2
## OB@big five-motivation@Emotional Stability-commitment@Emotional Stability-Normative commitment 2 0.2
## OB@big five-motivation@Emotional Stability-commitment@Emotional Stability-Overall/attitudinal commitment 2 0.2
## OB@big five-motivation@Extraversion-commitment@Extraversion-Affective commitment 2 0.2
## OB@big five-motivation@Extraversion-commitment@Extraversion-Continuance commitment 4 0.3
## OB@big five-motivation@Extraversion-commitment@Extraversion-Normative commitment 2 0.2
## OB@big five-motivation@Extraversion-commitment@Extraversion-Overall/attitudinal commitment 2 0.2
## OB@big five-motivation@Neuroticism-motivation to work@Neuroticism-achievement motivation 4 0.3
## OB@big five-motivation@Openness to Experience-commitment@Openness to Experience-Affective commitment 2 0.2
## OB@big five-motivation@Openness to Experience-commitment@Openness to Experience-Continuance commitment 2 0.2
## OB@big five-motivation@Openness to Experience-commitment@Openness to Experience-Normative commitment 2 0.2
## OB@big five-motivation@Openness to Experience-commitment@Openness to Experience-Overall/attitudinal commitment 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-contextual performance@abusive supervision-OCBI 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-contextual performance@abusive supervision-OCBO 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-contextual performance@abusive supervision-organizational citizenship behavior 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-contextual performance@abusive supervision-Voice 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-counterproductive behavior@abusive supervision-organization directed deviance 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-counterproductive behavior@abusive supervision-Supervisor-directed deviance 2 0.2
## OB@constructive leadership-behaviors@abusive supervision-focal performance@abusive supervision-Subordinate work performance 2 0.2
## OB@constructive leadership-behaviors@change-oriented leader behavior-contextual performance@supervisor transformational leadership-Individual-level employee innovation 11 0.9
## OB@constructive leadership-behaviors@relational-oriented leader behavior-contextual performance@Leader–Member Exchange-Organizational citizenship behavior 2 0.2
## OB@constructive leadership-behaviors@relational-oriented leader behavior-focal performance@Leader–Member Exchange-Task performance 2 0.2
## OB@constructive leadership-behaviors@relational-oriented leader behavior-task performance@Person-focused leader behaviors-Subjective team performance 4 0.3
## OB@constructive leadership-behaviors@value-based and moral leader behavior-contextual performance@Servant leadership-OCB 6 0.5
## OB@constructive leadership-behaviors@value-based and moral leader behavior-task performance@Servant leadership-Performance 4 0.3
## OB@constructive leadership-constructive leadership@change-oriented leader behavior-change-oriented leader behavior@Romance of Leadership-perception of transformational/charismatic leadership 6 0.5
## OB@constructive leadership-motivation@abusive supervision-justice@abusive supervision-Procedural justice 2 0.2
## OB@constructive leadership-motivation@abusive supervision-satisfaction@abusive supervision-Job satisfaction 2 0.2
## OB@constructive leadership-motivation@change-oriented leader behavior-commitment@Transformational Leadership-Commitment to change 2 0.2
## OB@constructive leadership-motivation@change-oriented leader behavior-motivation to work@Transformational Leadership-Support for change 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-commitment@Leader Member Exchange-Affective commitment 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-commitment@Leader Member Exchange-Normative commitment 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-justice@Leader–Member Exchange-Distributive justice 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-justice@Leader–Member Exchange-Interactional justice 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-justice@Leader–Member Exchange-Procedural justice 2 0.2
## OB@constructive leadership-motivation@relational-oriented leader behavior-satisfaction@Leader Member Exchange-Job satisfaction 2 0.2
## OB@constructive leadership-motivation@value-based and moral leader behavior-commitment@Servant leadership-Organizational commitment 6 0.5
## OB@constructive leadership-motivation@value-based and moral leader behavior-Job involvement@Servant leadership-Work engagement 2 0.2
## OB@constructive leadership-motivation@value-based and moral leader behavior-perceptions of support@Servant leadership-Service climate 2 0.2
## OB@constructive leadership-Personal characteristics@value-based and moral leader behavior-KSAO@Servant leadership-Psychological capital 2 0.2
## OB@constructive leadership-stress@abusive supervision-response@abusive supervision-Emotional exhaustion 2 0.2
## OB@constructive leadership-stress@abusive supervision-response@abusive supervision-Turnover intention 2 0.2
## OB@constructive leadership-stress@relational-oriented leader behavior-response@Leader Member Exchange-Turnover intention 2 0.2
## OB@constructive leadership-team effectiveness@change-oriented leader behavior-focal performance@supervisor transformational leadership-Team-level employee innovation 11 0.9
## OB@constructive leadership-team effectiveness@relational-oriented leader behavior-team effectiveness@Person-focused leadership-Team Effectiveness 2 0.2
## OB@constructive leadership-team effectiveness@task-oriented behavior-team effectiveness@Tasked-focused leadership-Team Effectiveness 2 0.2
## OB@Constructive Leadership-well-being@relational-oriented leader behavior-Work-family balance@leader-member exchange-family-work enrichment 4 0.3
## OB@Constructive Leadership-well-being@relational-oriented leader behavior-Work-family balance@leader-member exchange-Family interference with work 4 0.3
## OB@Constructive Leadership-well-being@relational-oriented leader behavior-Work-family balance@leader-member exchange-Work-family enrichment 4 0.3
## OB@Constructive Leadership-well-being@relational-oriented leader behavior-Work-family balance@leader-member exchange-Work interference with family 4 0.3
## OB@emerging state-behaviors@Social network-contextual performance@Social network-knowledge sharing 2 0.2
## OB@emerging state-team effectiveness@collective attitudes/perception-withdraw@collective attitudes/perception-Collective turnover 7 0.5
## OB@leadership-behaviors@leader mistreatment-counterproductive behavior@leader mistreatment-counterproductive work behavior 2 0.2
## OB@leadership-stress@leader mistreatment-response@leader mistreatment-self-regulatory capacity impairment 2 0.2
## OB@leadership-wellbeing@leader mistreatment-negative emotion@leader mistreatment-state negative affect 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Affective commitment-Organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Affective Commitment to the Organization-organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Continuance commitment-Organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Continuance Commitment to the Organization-organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Normative commitment-Organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Normative Commitment to the Organization-organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-contextual performance@Organizational commitment-Organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@commitment-task performance@Affective Commitment to the Organization-Overall job performance 2 0.2
## OB@motivation-behaviors@commitment-task performance@Continuance Commitment to the Organization-Overall job performance 2 0.2
## OB@motivation-behaviors@commitment-task performance@Normative Commitment to the Organization-Overall job performance 2 0.2
## OB@motivation-behaviors@motivation to work-contextual performance@Anticipated pay increase/promotion-knowledge sharing 2 0.2
## OB@motivation-behaviors@motivation to work-contextual performance@Self-efficacy-Knowledge sharing 8 0.6
## OB@motivation-behaviors@Motivators-Technology perceptions and usage@Motivators-Technology perceptions and usage 4 0.3
## OB@motivation-behaviors@perceived fit-task performance@Perceived overqualification-job performance 2 0.2
## OB@motivation-behaviors@perceived fit-task performance@Perceived overqualification-Overall job performance 2 0.2
## OB@motivation-behaviors@perceived fit-task performance@Person–Group (P–G) Fit-Job performance 6 0.5
## OB@motivation-behaviors@perceived fit-task performance@Person–Job (P–J) Fit-Job performance 6 0.5
## OB@motivation-behaviors@perceived fit-task performance@Person–Organization (P–O) Fit-Job performance 6 0.5
## OB@motivation-behaviors@perceived fit-task performance@Person–Supervisor (P–S) Fit-Job performance 4 0.3
## OB@motivation-behaviors@perception of support-contextual performance@Perceived organizational support-Organizational citizenship behavior 2 0.2
## OB@motivation-behaviors@perception of support-contextual performance@Rewards-Knowledge sharing 8 0.6
## OB@motivation-behaviors@perception of support-focal performance@Perceived organizational support-Task performance 2 0.2
## OB@motivation-behaviors@satisfaction-contextual performance@Social trust-knowledge sharing 2 0.2
## OB@motivation-behaviors@satisfaction-task performance@Intra-organizational Trust-Individual performance 2 0.2
## OB@motivation-Constructive Leadership@perceptions of support-relational-oriented leader behavior@Idiosyncratic deals-LMX 2 0.2
## OB@motivation-motivation@commitment-commitment@Affective commitment to change-Continuance commitment to change 2 0.2
## OB@motivation-motivation@commitment-commitment@Affective commitment to change-Normative commitment to change 2 0.2
## OB@motivation-motivation@commitment-commitment@Continuance commitment to change-Normative commitment to change 2 0.2
## OB@motivation-motivation@commitment-commitment@Continuance Commitment to the Organization-Affective Commitment to the Organization 2 0.2
## OB@motivation-motivation@commitment-commitment@Continuance Commitment to the Organization-Normative Commitment to the Organization 2 0.2
## OB@motivation-motivation@commitment-commitment@Normative Commitment to the Organization-Affective Commitment to the Organization 2 0.2
## OB@motivation-motivation@commitment-commitment@Occupational commitment-Affective Commitment to the Organization 2 0.2
## OB@motivation-motivation@commitment-justice@Organizational commitment-Organizational Justice 2 0.2
## OB@motivation-motivation@commitment-justice@Organizational commitment-Procedural justice 2 0.2
## OB@motivation-motivation@justice-commitment@fairness-affective organizational commitment 2 0.2
## OB@motivation-motivation@perceived fit-commitment@Perceived overqualification-Organizational Commitment 2 0.2
## OB@motivation-motivation@perceived fit-commitment@Person–Group (P–G) Fit-Organizational commitment 5 0.4
## OB@motivation-motivation@perceived fit-commitment@Person–Job (P–J) Fit-Organizational commitment 9 0.7
## OB@motivation-motivation@perceived fit-commitment@Person–Organization (P–O) Fit-Organizational commitment 11 0.9
## OB@motivation-motivation@perceived fit-commitment@Person–Supervisor (P–S) Fit-Organizational commitment 5 0.4
## OB@motivation-motivation@perceived fit-perceived fit@Person–Organization (P–O) Fit-Person–Job (P–J) Fit 1 0.1
## OB@motivation-motivation@perceived fit-satisfaction@Congruence-Satisfaction 2 0.2
## OB@motivation-motivation@perceived fit-satisfaction@Perceived overqualification-Job Satisfaction 2 0.2
## OB@motivation-motivation@perceived fit-satisfaction@Person–Group (P–G) Fit-Job satisfaction 7 0.5
## OB@motivation-motivation@perceived fit-satisfaction@Person–Job (P–J) Fit-Job satisfaction 9 0.7
## OB@motivation-motivation@perceived fit-satisfaction@Person–Organization (P–O) Fit-Job satisfaction 11 0.9
## OB@motivation-motivation@perceived fit-satisfaction@Person–Supervisor (P–S) Fit-Job satisfaction 5 0.4
## OB@motivation-motivation@perception of support-commitment@Perceived organizational support-Affective commitment 2 0.2
## OB@motivation-motivation@perception of support-commitment@Perceived organizational support-Normative commitment 2 0.2
## OB@motivation-motivation@perception of support-job involvement@Perceived organizational support-Job involvement 2 0.2
## OB@motivation-motivation@perception of support-satisfaction@Perceived organizational support-Job satisfaction 2 0.2
## OB@motivation-motivation@perceptions of support-commitment@Idiosyncratic deals-Affective commitment 2 0.2
## OB@motivation-motivation@perceptions of support-commitment@Organizational support-Affective Commitment to the Organization 2 0.2
## OB@motivation-motivation@perceptions of support-commitment@Organizational support-Continuance Commitment to the Organization 2 0.2
## OB@motivation-motivation@perceptions of support-commitment@Organizational support-Normative Commitment to the Organization 2 0.2
## OB@motivation-motivation@perceptions of support-motivation to work@Idiosyncratic deals-Proactive personality 2 0.2
## OB@motivation-motivation@perceptions of support-perceptions of support@Idiosyncratic deals-perceived organizational support 2 0.2
## OB@motivation-motivation@perceptions of support-satisfaction@Idiosyncratic deals-Job satisfaction 2 0.2
## OB@motivation-motivation@satisfaction-commitment@Overall job satisfaction-Affective Commitment to the Organization 2 0.2
## OB@motivation-motivation@satisfaction-commitment@Overall job satisfaction-Continuance Commitment to the Organization 2 0.2
## OB@motivation-motivation@satisfaction-commitment@Overall job satisfaction-Normative Commitment to the Organization 2 0.2
## OB@motivation-motivation@satisfaction-justice@Job satisfaction-Organizational Justice 2 0.2
## OB@motivation-motivation@satisfaction-justice@Job satisfaction-Procedural justice 2 0.2
## OB@motivation-motivation@satisfaction-justice@Trust-Organizational Justice 2 0.2
## OB@motivation-motivation@satisfaction-justice@Trust-Procedural justice 2 0.2
## OB@motivation-motivation@satisfaction-perceptions of support@Job satisfaction-workplace Support 6 0.5
## OB@motivation-Personal characteristics@perceptions of support-demographics@Idiosyncratic deals-Age 2 0.2
## OB@motivation-Personal characteristics@perceptions of support-demographics@Idiosyncratic deals-Female 2 0.2
## OB@motivation-Personal characteristics@perceptions of support-KSAO@Idiosyncratic deals-Education 2 0.2
## OB@motivation-Personal characteristics@perceptions of support-KSAO@Idiosyncratic deals-Organizational tenure 2 0.2
## OB@motivation-personal characteristics@public service motivation-demographics@public service motivation-age 3 0.2
## OB@motivation-personal characteristics@public service motivation-demographics@public service motivation-gender 3 0.2
## OB@motivation-stress@commitment-response@Affective Commitment to the Organization-Overall withdrawal cognition 2 0.2
## OB@motivation-stress@commitment-response@Continuance Commitment to the Organization-Overall withdrawal cognition 2 0.2
## OB@motivation-stress@commitment-response@Normative Commitment to the Organization-Overall withdrawal cognition 2 0.2
## OB@motivation-stress@commitment-response@Organizational commitment-turnover intention 2 0.2
## OB@motivation-stress@justice-response@perceptions of unfairness-absences 2 0.2
## OB@motivation-stress@justice-response@perceptions of unfairness-burnout 2 0.2
## OB@motivation-stress@justice-response@perceptions of unfairness-negative state 2 0.2
## OB@motivation-stress@justice-response@perceptions of unfairness-Stress 2 0.2
## OB@motivation-stress@perceived fit-response@Perceived overqualification-Turnover intention 2 0.2
## OB@motivation-stress@perceived fit-response@Person–Group (P–G) Fit-Intent to quit 6 0.5
## OB@motivation-stress@perceived fit-response@Person–Job (P–J) Fit-Intent to quit 7 0.5
## OB@motivation-stress@perceived fit-response@Person–Organization (P–O) Fit-Intent to quit 10 0.8
## OB@motivation-stress@perceived fit-response@Person–Supervisor (P–S) Fit-Intent to quit 10 0.8
## OB@motivation-stress@perception of support-response@Perceived organizational support-turnover intention 2 0.2
## OB@motivation-stress@perception of support-response@Perceived organizational support-Turnover intention 2 0.2
## OB@motivation-stress@perception of support-response@Perceived supervisor support-turnover intention 2 0.2
## OB@motivation-stress@perceptions of support-response@Idiosyncratic deals-Turnover intention 2 0.2
## OB@motivation-stress@satisfaction-producer@Job satisfaction-Job Control 6 0.5
## OB@motivation-stress@satisfaction-producer@Job satisfaction-Job demands 6 0.5
## OB@motivation-stress@satisfaction-response@Job satisfaction-turnover intention 2 0.2
## OB@motivation-team effectiveness@satisfaction-focal performance@Intra-organizational Trust-Team performance 2 0.2
## OB@motivation-well-being@justice-mental health@perceptions of unfairness-mental health 2 0.2
## OB@Personal characteristics-behaviors@demographics-Task Performance@Gender Differences-Negotiation Performance 12 0.9
## OB@Personal characteristics-Behaviors@demographics-Task Performance@Gender Diversity-Objective performance 8 0.6
## OB@Personal characteristics-Behaviors@demographics-Task Performance@Gender Diversity-Subjective Performance 8 0.6
## OB@Personal characteristics-Behaviors@demographics-Task Performance@Gender Diversity-Task Performance 8 0.6
## OB@Personal characteristics-behaviors@KSAO-task performance@Emotional Intelligence-Job Performance 8 0.6
## OB@personal characteristics-behaviors@psychological characteristics-contextual performance@Place attachment-Pro-environmental behaviour 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Age-Affective Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Age-Continuance Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Age-Normative Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Gender-Affective Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Gender-Continuance Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@demographics-commitment@Gender-Normative Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Education-Affective Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Education-Continuance Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Education-Normative Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Organization tenure-Affective Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Organization tenure-Continuance Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Organization tenure-Normative Commitment to the Organization 2 0.2
## OB@Personal characteristics-motivation@KSAO-commitment@Position tenure-Affective Commitment to the Organization 2 0.2
## OB@personal characteristics-personal characteristics@demographics-demographics@Gender-entrepreneurial intention 2 0.2
## OB@Personal characteristics-Personal characteristics@KSAO-demographics@Emotional Intelligence-Entrepreneurial intention 12 0.9
## OB@Personal characteristics-stress@demographics-response@Gender-depersonalization 4 0.3
## OB@Personal characteristics-stress@demographics-response@Gender-Emotional exhaustion 4 0.3
## OB@stress-behaviors@response-counterproductive behavior@self-regulatory capacity impairment-counterproductive work behavior 2 0.2
## OB@stress-behaviors@response-withdraw@Turnover intention-Turnover behavior 6 0.5
## OB@stress-motivation@producer-commitment@Overall Role Stress-affective commitment 2 0.2
## OB@stress-motivation@producer-commitment@Role Ambiguity-affective commitment 2 0.2
## OB@stress-motivation@producer-commitment@Role ambiguity-Affective Commitment to the Organization 2 0.2
## OB@stress-motivation@producer-commitment@Role ambiguity-Continuance Commitment to the Organization 2 0.2
## OB@stress-motivation@producer-commitment@Role ambiguity-Normative Commitment to the Organization 2 0.2
## OB@stress-motivation@producer-commitment@Role Conflict-affective commitment 2 0.2
## OB@stress-motivation@producer-commitment@Role conflict-Affective Commitment to the Organization 2 0.2
## OB@stress-motivation@producer-commitment@Role conflict-Continuance Commitment to the Organization 2 0.2
## OB@stress-motivation@producer-commitment@Role Overload-affective commitment 2 0.2
## OB@stress-motivation@producer-perceptions of support@Job Control-workplace Support 6 0.5
## OB@stress-motivation@producer-perceptions of support@Job demands -workplace Support 6 0.5
## OB@stress-motivation@response-justice@Turnover intention-Organizational Justice 2 0.2
## OB@stress-motivation@response-justice@Turnover intention-Procedural justice 2 0.2
## OB@stress-motivation@response-perceptions of support@Emotional Exhaustion-workplace Support 6 0.5
## OB@stress-stress@producer-producer@Job demands -Job Control 6 0.5
## OB@stress-stress@producer-response@Job Control-(reduced) personal accomplishment 2 0.2
## OB@stress-stress@producer-response@Job Control-depersonalisation 2 0.2
## OB@stress-stress@producer-response@Job Control-emotional exhaustion 2 0.2
## OB@stress-stress@producer-response@Role ambiguity-depression 3 0.2
## OB@stress-stress@producer-response@Role conflict-depression 3 0.2
## OB@stress-stress@producer-response@Role conflict-turnover intention 2 0.2
## OB@stress-stress@response-producer@Emotional Exhaustion-Job Control 6 0.5
## OB@stress-stress@response-producer@Emotional Exhaustion-Job demands 6 0.5
## OB@stress-stress@response-response@Emotional exhaustion-turnover intention 2 0.2
## OB@team input-behaviors@team structure-contextual performance@Competitive goal interdependence-open-minded discussion 2 0.2
## OB@team input-behaviors@team structure-contextual performance@Cooperative goal interdependence-open-minded discussion 2 0.2
## OB@team input-behaviors@team structure-contextual performance@Independent goal interdependence-open-minded discussion 2 0.2
## OB@team input-emerging states@team composition-Social integration@Cultural diversity-Social integration 2 0.2
## OB@team input-team effectiveness@team structure-focal performance@Outcome interdependence-Overall team performance 2 0.2
## OB@team input-team effectiveness@team structure-focal performance@Task interdependence-Overall team performance 2 0.2
## OB@team input-team process@team composition-Conflict@Cultural diversity-Conflict 2 0.2
## OB@team input-team process@team structure-team functioning@Outcome interdependence-Relational team functioning 2 0.2
## OB@team input-team process@team structure-team functioning@Outcome interdependence-Task-focused team functioning 2 0.2
## OB@team input-team process@team structure-team functioning@Task interdependence-Relational team functioning 2 0.2
## OB@team input-team process@team structure-team functioning@Task interdependence-Task-focused team functioning 2 0.2
## OB@well-being-behaviors@Self-enjoyment-contextual performance@Self-enjoyment-Knowledge sharing 8 0.6
## OB@well-being-behaviors@Subjective Well-being-focal performance@Subjective Well-being-Job Performance 6 0.5
## OB@well-being-behaviors@work-family balance-focal performance@Work-Family Enrichment-Job Performance 3 0.2
## OB@well-being-motivation@work-family balance-commitment@Work-Family Enrichment-Organization Commitment 2 0.2
## OB@well-being-motivation@Work-family balance-Job involvement@Negative work-to-family spillover-Work engagement 2 0.2
## OB@well-being-motivation@Work-family balance-Job involvement@Positive family-to-work spillover-Work engagement 2 0.2
## OB@well-being-motivation@Work-family balance-Job involvement@Positive work-to-family spillover-Work engagement 2 0.2
## OB@well-being-motivation@work-family balance-job involvement@Work-Family Enrichment-Work Engagement 3 0.2
## OB@well-being-motivation@work-family balance-satisfaction@Family-Work Enrichment-Job Satisfaction 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Negative family-to-work spillover-Job & career satisfaction 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Negative work-to-family spillover-Job & career satisfaction 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Positive family-to-work spillover-Autonomy 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Positive family-to-work spillover-Job & career satisfaction 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Positive work-to-family spillover-Autonomy 2 0.2
## OB@well-being-motivation@Work-family balance-satisfaction@Positive work-to-family spillover-Job & career satisfaction 2 0.2
## OB@well-being-motivation@work-family balance-satisfaction@Work-Family Enrichment-Job Satisfaction 4 0.3
## OB@well-being-stress@Work-family balance-response@Negative family-to-work spillover-Work strain 2 0.2
## OB@well-being-stress@Work-family balance-response@Negative work-to-family spillover-Work strain 2 0.2
## OB@well-being-stress@Work-family balance-response@Positive family-to-work spillover-Work strain 2 0.2
## OB@well-being-stress@Work-family balance-response@Positive work-to-family spillover-Work strain 2 0.2
## OB@well-being-stress@work-family balance-response@Work-Family Enrichment-Psychological Distress 2 0.2
## OB@well-being-stress@work-family balance-response@Work-Family Enrichment-Turnover Intention 3 0.2
## OB@well-being-well-being@work-family balance-Family Satisfaction@Work-Family Enrichment-Family Satisfaction 2 0.2
## OB@well-being-well-being@Work-family balance-Life satisfaction@Negative work-to-family spillover-Life satisfaction 2 0.2
## OB@well-being-well-being@Work-family balance-Mental health & well-being@Negative work-to-family spillover-Mental health & well-being 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Negative family-to-work spillover-Home support 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Negative family-to-work spillover-Support from work 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Negative work-to-family spillover-Home/family strain 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Negative work-to-family spillover-Support from work 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Positive family-to-work spillover-Support from home 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Positive family-to-work spillover-Support from work 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Positive work-to-family spillover-Support from home 2 0.2
## OB@well-being-well-being@Work-family balance-Work-family balance@Positive work-to-family spillover-Support from work 2 0.2
## OB@wellbeing-behaviors@negative emotion-counterproductive behavior@state negative affect-counterproductive work behavior 2 0.2
## OB@wellbeing-stress@negative emotion-response@state negative affect-self-regulatory capacity impairment 2 0.2
## ──────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 1,289
## Number of categories for this variable: 383## TABLE 5. IB and OB| No | N | Percent | IBorOB | RelationCategory | RelationVariables | RelationCorrelates |
|---|---|---|---|---|---|---|
| 1 | 2 | 0.2 | IB | Attracting Institutional Factor-Attracting Institutional Factor | Attracting Societal Institutional Factor-Attracting Economic Institutional Factor | democratic institution-FDI attractiveness |
| 2 | 2 | 0.2 | IB | Attracting Institutional Factor-Attracting Institutional Factor | Attracting Societal Institutional Factor-Attracting Economic Institutional Factor | institutional quality-FDI attractiveness |
| 3 | 2 | 0.2 | IB | Attracting Institutional Factor-Attracting Institutional Factor | Attracting Societal Institutional Factor-Attracting Economic Institutional Factor | political stability-FDI attractiveness |
| 4 | 2 | 0.2 | IB | Attracting Institutional Factor-Attracting Institutional Factor | Attracting Societal Institutional Factor-Attracting Economic Institutional Factor | rule of law-FDI attractiveness |
| 5 | 2 | 0.2 | IB | Attracting Institutional Factor-Organizational Outcome | Attracting Economic Institutional Factor-innovation | Customer demand-Environmental innovation |
| 6 | 2 | 0.2 | IB | Attracting Institutional Factor-Organizational Outcome | Attracting Economic Institutional Factor-innovation | Subsidy-Environmental innovation |
| 7 | 2 | 0.2 | IB | Attracting Institutional Factor-Organizational Outcome | Attracting Societal Institutional Factor-innovation | Regulation-Environmental innovation |
| 8 | 2 | 0.2 | IB | Attracting Institutional Factor-xxxinternal environment | Attracting Societal Institutional Factor-strategic process | Regulation-Proactive environmental strategies |
| 9 | 2 | 0.2 | IB | Detering Institutional Factor-Attracting Institutional Factor | Detering Economic Institutional Factor-Attracting Economic Institutional Factor | Tax rates-FDI attractiveness |
| 10 | 2 | 0.2 | IB | Detering Institutional Factor-Attracting Institutional Factor | Detering Societal Institutional Factor-Attracting Economic Institutional Factor | Corruption-FDI attractiveness |
| 11 | 2 | 0.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Economic Institutional Factor-innovation | Market Concentration-Environmental innovation |
| 12 | 2 | 0.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-general performance | Contextual distance-international strategic alliances(ISA) performance |
| 13 | 3 | 0.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-general performance | Cultural differences-Overall performance |
| 14 | 16 | 1.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-general performance | Cultural Distance-Performance |
| 15 | 3 | 0.2 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-internationalization | Cultural differences-Entry strategy |
| 16 | 12 | 0.9 | IB | Detering Institutional Factor-Organizational Outcome | Detering Societal Institutional Factor-internationalization | host country risk-foreign ownership strategy |
| 17 | 2 | 0.2 | IB | Detering Institutional Factor-xxxinternal environment | Detering Economic Institutional Factor-organizational resource | Firm Risk-Corporate Reputation |
| 18 | 2 | 0.2 | IB | Detering Institutional Factor-xxxinternal environment | Detering Economic Institutional Factor-strategic process | Stakeholder norms-Proactive environmental strategies |
| 19 | 6 | 0.5 | IB | Organizational Outcome-Organizational Outcome | Innovation-general performance | Innovation-firm performance |
| 20 | 3 | 0.2 | IB | Organizational Outcome-Organizational Outcome | Innovation-general performance | Innovation-Overall performance |
| 21 | 7 | 0.5 | IB | Organizational Outcome-Organizational Outcome | Internationalization-general performance | Export Market Orientation-Performance-related consequences |
| 22 | 3 | 0.2 | IB | Organizational Outcome-Organizational Outcome | Internationalization-general performance | International Business Combination-Firm Performance |
| 23 | 7 | 0.5 | IB | Organizational Outcome-Organizational Outcome | Internationalization-non-marketing outcome | Export Market Orientation-Strategy-related consequences |
| 24 | 2 | 0.2 | IB | Organizational Outcome-Organizational Outcome | non-marketing outcome-non-marketing outcome | Aesthetic quality-Perceived value |
| 25 | 2 | 0.2 | IB | Organizational Outcome-Organizational Outcome | organizational resource-general performance | VC investments-VC funded firm performance |
| 26 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance | Dynamic capabilities-Firm performance |
| 27 | 5 | 0.4 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance | Efficiency-firm performance |
| 28 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance | Environmental innovation-organization performance |
| 29 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance | innovation-SME performance |
| 30 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-general performance | organizational capabilities-firm performance |
| 31 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-innovation | Absorptive capacity(ACAP)-Innovation |
| 32 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-innovation | technological capabilities-Environmental innovation |
| 33 | 7 | 0.5 | IB | xxxinternal environment-Organizational Outcome | organizational capability-internationalization | Firm Capabilities-Export Market Orientation |
| 34 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-marketing outcome | Absorptive capacity(ACAP)-financial performance |
| 35 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational capability-marketing outcome | green innovation-financial performance |
| 36 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Business ties-Firm performance |
| 37 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Inter-organizational Trust-Organizational performance |
| 38 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Knowledge-Friendly Organisational Culture-Organizational Performance |
| 39 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Managerial ties-Firm performance |
| 40 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Non-VRIN resources-market performance |
| 41 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Non-VRIN resources-performance |
| 42 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | organizational social capital-firm performance |
| 43 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Political ties-Firm performance |
| 44 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Resources-market performance |
| 45 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | Resources-performance |
| 46 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | VRIN resources-market performance |
| 47 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-general performance | VRIN resources-performance |
| 48 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-innovation | breadth of knowledge sources-Environmental innovation |
| 49 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | organizational resource-innovation | Cohesive Networks-Innovation |
| 50 | 6 | 0.5 | IB | xxxinternal environment-Organizational Outcome | organizational resource-Innovation | Cohesive Networks-Innovation |
| 51 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | organizational resource-innovation | Diverse Networks-Innovation |
| 52 | 6 | 0.5 | IB | xxxinternal environment-Organizational Outcome | organizational resource-Innovation | Diverse Networks-Innovation |
| 53 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-innovation | firm size-Environmental innovation |
| 54 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | Corporate Reputation-Future Financial Performance |
| 55 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | Corporate Reputation-Priori Financial Performance |
| 56 | 8 | 0.6 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | family firms-financial performance |
| 58 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | Non-VRIN resources-accounting performance |
| 59 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | Resources-accounting performance |
| 60 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-marketing outcome | VRIN resources-accounting performance |
| 61 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-non-marketing outcome | Corporate Reputation-Corporate social performance |
| 62 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-non-marketing outcome | Corporate Reputation-Customer Commitment |
| 63 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-non-marketing outcome | Corporate Reputation-Customer Loyalty |
| 64 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | organizational resource-non-marketing outcome | Corporate Reputation-Customer Trust |
| 65 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic orientation-general performance | Corporate venturing-Overall performance |
| 66 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic orientation-general performance | Leadership-firm performance |
| 67 | 3 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic orientation-general performance | Strategic renewal-Overall performance |
| 68 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | alignment mechanism-performance |
| 69 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | blockholders-performance |
| 70 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | board independence-performance |
| 71 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | CEO duality-performance |
| 72 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | CEO pay-performance |
| 73 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | environmental management practices-firm performance |
| 74 | 29 | 2.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | executive compensation-corporate performance |
| 75 | 28 | 2.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | High-performance work practices (HPWPs)-Business Performance |
| 76 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | HR practices-firm performance |
| 77 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | insitutional investors-performance |
| 78 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | Internationalization-family firm performance |
| 79 | 32 | 2.5 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | Internationalization-firm performance |
| 80 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | investment mechanism-performance |
| 81 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | managerial ownership-performance |
| 82 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | monitoring mechnism-performance |
| 83 | 1 | 0.1 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | state ownership-performance |
| 84 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | strategic process-general performance | Strategic performance measurement systems-General Performance |
| 85 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-innovation | Environmental management system(EMS)-Environmental innovation |
| 86 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-marketing outcome | Proactive environmental strategies-Economic performance |
| 87 | 6 | 0.5 | IB | xxxinternal environment-Organizational Outcome | strategic process-marketing outcome | Social&Environmental disclosures-Financial profitability |
| 88 | 12 | 0.9 | IB | xxxinternal environment-Organizational Outcome | strategic process-marketing outcome | Strategic performance measurement systems-Financial Performance |
| 89 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategic process-non-marketing outcome | Proactive environmental strategies-Environment performance |
| 90 | 4 | 0.3 | IB | xxxinternal environment-Organizational Outcome | strategic process-non-marketing outcome | Productivity Measurement and Enhancement System (ProMES)-productivity |
| 91 | 2 | 0.2 | IB | xxxinternal environment-Organizational Outcome | strategy process-general performance | Business planning-Performance |
| 92 | 10 | 0.8 | IB | xxxinternal environment-Organizational Outcome | strategy process-general performance | environmental management practices-firm performance |
| 57 | 4 | 0.3 | IB | xxxinternal environment-organizational outcome | organizational resource-marketing outcome | family involvement-financial performance |
| 93 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational capability | assest specificity-governance structures |
| 94 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational capability | assest specificity-hierarchical governance |
| 95 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational capability | assest specificity-relational governance |
| 96 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational resource | Firm Size-Corporate Reputation |
| 97 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational resource | Long-term institutional ownership-Corporate Reputation |
| 98 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | organizational resource-organizational resource | Media Visibility-Corporate Reputation |
| 99 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Mindsets of top managers-Proactive environmental strategies |
| 100 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Resource dependence-alliance |
| 101 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Resource dependence-board interlock |
| 102 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Resource dependence-Interorganizational arrangements |
| 103 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Resource dependence-joint venture |
| 104 | 2 | 0.2 | IB | xxxinternal environment-xxxinternal environment | strategic orientation-strategic process | Resource dependence-M&A |
| 105 | 10 | 0.8 | IB | xxxinternal environment-xxxinternal environment | strategic process-organizational capability | Strategic performance measurement systems-Strategic Capabilities |
| 113 | 2 | 0.2 | IBOB | Organizational Outcome-attitudes | non-marketing outcome-behavioural intentions | Aesthetic quality-Behavioural intentions |
| 114 | 2 | 0.2 | IBOB | Organizational Outcome-attitudes | non-marketing outcome-behavioural intentions | Core product quality-Behavioural intentions |
| 115 | 8 | 0.6 | IBOB | Personal characteristics-organizational outcome | KSAO-non-marketing outcome | Emotional intelligence-service quality |
| 106 | 4 | 0.3 | IBOB | behaviors-Organizational Outcome | Service innovation-general performance | Service innovation-Firm performance |
| 107 | 2 | 0.2 | IBOB | behaviors-Organizational Outcome | task performance-general performance | Employee performance-firm performance |
| 108 | 3 | 0.2 | IBOB | motivation-Organizational Outcome | commitment-general performance | Organizational commitment-firm performance |
| 109 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | motivation to work-general performance | Entrepreneurial Self Efficacy-Firm Performance |
| 110 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | perceptions of support-general performance | Management support-firm performance |
| 111 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | satisfaction-general performance | Intra-organizational Trust-Organizational performance |
| 112 | 2 | 0.2 | IBOB | motivation-Organizational Outcome | satisfation-general performance | Employee satisfaction-firm performance |
| 116 | 7 | 0.5 | IBOB | team effectiveness-Organizational Outcome | withdraw-general performance | Collective Employee Turnover-Organizational Performance |
| 117 | 7 | 0.5 | IBOB | team effectiveness-Organizational Outcome | withdraw-general performance | collective turnover-Organizational performance |
| 118 | 5 | 0.4 | IBOB | xxxinternal environment-motivation | organizational capability-satisfaction | Contractual governance-Trust |
| 186 | 4 | 0.3 | OB | Constructive Leadership-well-being | relational-oriented leader behavior-Work-family balance | leader-member exchange-family-work enrichment |
| 187 | 4 | 0.3 | OB | Constructive Leadership-well-being | relational-oriented leader behavior-Work-family balance | leader-member exchange-Family interference with work |
| 188 | 4 | 0.3 | OB | Constructive Leadership-well-being | relational-oriented leader behavior-Work-family balance | leader-member exchange-Work-family enrichment |
| 189 | 4 | 0.3 | OB | Constructive Leadership-well-being | relational-oriented leader behavior-Work-family balance | leader-member exchange-Work interference with family |
| 290 | 8 | 0.6 | OB | Personal characteristics-Behaviors | demographics-Task Performance | Gender Diversity-Objective performance |
| 291 | 8 | 0.6 | OB | Personal characteristics-Behaviors | demographics-Task Performance | Gender Diversity-Subjective Performance |
| 292 | 8 | 0.6 | OB | Personal characteristics-Behaviors | demographics-Task Performance | Gender Diversity-Task Performance |
| 309 | 12 | 0.9 | OB | Personal characteristics-Personal characteristics | KSAO-demographics | Emotional Intelligence-Entrepreneurial intention |
| 289 | 12 | 0.9 | OB | Personal characteristics-behaviors | demographics-Task Performance | Gender Differences-Negotiation Performance |
| 293 | 8 | 0.6 | OB | Personal characteristics-behaviors | KSAO-task performance | Emotional Intelligence-Job Performance |
| 295 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Age-Affective Commitment to the Organization |
| 296 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Age-Continuance Commitment to the Organization |
| 297 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Age-Normative Commitment to the Organization |
| 298 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Gender-Affective Commitment to the Organization |
| 299 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Gender-Continuance Commitment to the Organization |
| 300 | 2 | 0.2 | OB | Personal characteristics-motivation | demographics-commitment | Gender-Normative Commitment to the Organization |
| 301 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Education-Affective Commitment to the Organization |
| 302 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Education-Continuance Commitment to the Organization |
| 303 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Education-Normative Commitment to the Organization |
| 304 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Organization tenure-Affective Commitment to the Organization |
| 305 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Organization tenure-Continuance Commitment to the Organization |
| 306 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Organization tenure-Normative Commitment to the Organization |
| 307 | 2 | 0.2 | OB | Personal characteristics-motivation | KSAO-commitment | Position tenure-Affective Commitment to the Organization |
| 310 | 4 | 0.3 | OB | Personal characteristics-stress | demographics-response | Gender-depersonalization |
| 311 | 4 | 0.3 | OB | Personal characteristics-stress | demographics-response | Gender-Emotional exhaustion |
| 119 | 2 | 0.2 | OB | attitudes-behaviors | Subjective norm-actual system use | subjective norm-actual system use |
| 120 | 2 | 0.2 | OB | attitudes-behaviors | Subjective norm-contextual performance | Subjective norm-knowledge sharing |
| 121 | 6 | 0.5 | OB | bahaviors-team effectiveness | withdraw-withdraw | personnel changes-Collective turnover |
| 122 | 2 | 0.2 | OB | behaviors-behaviors | contextual performance-contextual performance | Communication-knowledge sharing |
| 123 | 6 | 0.5 | OB | behaviors-behaviors | contextual performance-contextual performance | creativity-innovation |
| 124 | 2 | 0.2 | OB | behaviors-behaviors | contextual performance-contextual performance | OCB-Inclusive role breadth-organizational citizenship behavior |
| 125 | 2 | 0.2 | OB | behaviors-behaviors | contextual performance-contextual performance | open-minded discussion-Creativity |
| 126 | 8 | 0.6 | OB | behaviors-behaviors | contextual performance-contextual performance | Reciprocity-Knowledge sharing |
| 127 | 2 | 0.2 | OB | behaviors-behaviors | contextual performance-focal performance | open-minded discussion-Performance |
| 128 | 1 | 0.1 | OB | behaviors-constructive leadership | contextual performance-relational-oriented leader behavior | open-minded discussion-LMX |
| 129 | 2 | 0.2 | OB | behaviors-emerging state | contextual performance-Relationship quality | open-minded discussion-Relationship quality |
| 130 | 2 | 0.2 | OB | behaviors-motivation | contextual performance-commitment | open-minded discussion-Commitment |
| 131 | 2 | 0.2 | OB | big five-motivation | Agreeableness-commitment | Agreeableness-Affective commitment |
| 132 | 2 | 0.2 | OB | big five-motivation | Agreeableness-commitment | Agreeableness-Continuance commitment |
| 133 | 2 | 0.2 | OB | big five-motivation | Agreeableness-commitment | Agreeableness-Normative commitment |
| 134 | 2 | 0.2 | OB | big five-motivation | Agreeableness-commitment | Agreeableness-Overall/attitudinal commitment |
| 135 | 2 | 0.2 | OB | big five-motivation | Conscientiousness-commitment | Conscientiousness-Affective commitment |
| 136 | 2 | 0.2 | OB | big five-motivation | Conscientiousness-commitment | Conscientiousness-Continuance commitment |
| 137 | 2 | 0.2 | OB | big five-motivation | Conscientiousness-commitment | Conscientiousness-Normative commitment |
| 138 | 2 | 0.2 | OB | big five-motivation | Conscientiousness-commitment | Conscientiousness-Overall/attitudinal commitment |
| 139 | 2 | 0.2 | OB | big five-motivation | Emotional Stability-commitment | Emotional Stability-Affective commitment |
| 140 | 2 | 0.2 | OB | big five-motivation | Emotional Stability-commitment | Emotional Stability-Continuance commitment |
| 141 | 2 | 0.2 | OB | big five-motivation | Emotional Stability-commitment | Emotional Stability-Normative commitment |
| 142 | 2 | 0.2 | OB | big five-motivation | Emotional Stability-commitment | Emotional Stability-Overall/attitudinal commitment |
| 143 | 2 | 0.2 | OB | big five-motivation | Extraversion-commitment | Extraversion-Affective commitment |
| 144 | 4 | 0.3 | OB | big five-motivation | Extraversion-commitment | Extraversion-Continuance commitment |
| 145 | 2 | 0.2 | OB | big five-motivation | Extraversion-commitment | Extraversion-Normative commitment |
| 146 | 2 | 0.2 | OB | big five-motivation | Extraversion-commitment | Extraversion-Overall/attitudinal commitment |
| 147 | 4 | 0.3 | OB | big five-motivation | Neuroticism-motivation to work | Neuroticism-achievement motivation |
| 148 | 2 | 0.2 | OB | big five-motivation | Openness to Experience-commitment | Openness to Experience-Affective commitment |
| 149 | 2 | 0.2 | OB | big five-motivation | Openness to Experience-commitment | Openness to Experience-Continuance commitment |
| 150 | 2 | 0.2 | OB | big five-motivation | Openness to Experience-commitment | Openness to Experience-Normative commitment |
| 151 | 2 | 0.2 | OB | big five-motivation | Openness to Experience-commitment | Openness to Experience-Overall/attitudinal commitment |
| 179 | 2 | 0.2 | OB | constructive leadership-Personal characteristics | value-based and moral leader behavior-KSAO | Servant leadership-Psychological capital |
| 152 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-contextual performance | abusive supervision-OCBI |
| 153 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-contextual performance | abusive supervision-OCBO |
| 154 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-contextual performance | abusive supervision-organizational citizenship behavior |
| 155 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-contextual performance | abusive supervision-Voice |
| 156 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-counterproductive behavior | abusive supervision-organization directed deviance |
| 157 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-counterproductive behavior | abusive supervision-Supervisor-directed deviance |
| 158 | 2 | 0.2 | OB | constructive leadership-behaviors | abusive supervision-focal performance | abusive supervision-Subordinate work performance |
| 159 | 11 | 0.9 | OB | constructive leadership-behaviors | change-oriented leader behavior-contextual performance | supervisor transformational leadership-Individual-level employee innovation |
| 160 | 2 | 0.2 | OB | constructive leadership-behaviors | relational-oriented leader behavior-contextual performance | Leader–Member Exchange-Organizational citizenship behavior |
| 161 | 2 | 0.2 | OB | constructive leadership-behaviors | relational-oriented leader behavior-focal performance | Leader–Member Exchange-Task performance |
| 162 | 4 | 0.3 | OB | constructive leadership-behaviors | relational-oriented leader behavior-task performance | Person-focused leader behaviors-Subjective team performance |
| 163 | 6 | 0.5 | OB | constructive leadership-behaviors | value-based and moral leader behavior-contextual performance | Servant leadership-OCB |
| 164 | 4 | 0.3 | OB | constructive leadership-behaviors | value-based and moral leader behavior-task performance | Servant leadership-Performance |
| 165 | 6 | 0.5 | OB | constructive leadership-constructive leadership | change-oriented leader behavior-change-oriented leader behavior | Romance of Leadership-perception of transformational/charismatic leadership |
| 166 | 2 | 0.2 | OB | constructive leadership-motivation | abusive supervision-justice | abusive supervision-Procedural justice |
| 167 | 2 | 0.2 | OB | constructive leadership-motivation | abusive supervision-satisfaction | abusive supervision-Job satisfaction |
| 168 | 2 | 0.2 | OB | constructive leadership-motivation | change-oriented leader behavior-commitment | Transformational Leadership-Commitment to change |
| 169 | 2 | 0.2 | OB | constructive leadership-motivation | change-oriented leader behavior-motivation to work | Transformational Leadership-Support for change |
| 170 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-commitment | Leader Member Exchange-Affective commitment |
| 171 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-commitment | Leader Member Exchange-Normative commitment |
| 172 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-justice | Leader–Member Exchange-Distributive justice |
| 173 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-justice | Leader–Member Exchange-Interactional justice |
| 174 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-justice | Leader–Member Exchange-Procedural justice |
| 175 | 2 | 0.2 | OB | constructive leadership-motivation | relational-oriented leader behavior-satisfaction | Leader Member Exchange-Job satisfaction |
| 176 | 6 | 0.5 | OB | constructive leadership-motivation | value-based and moral leader behavior-commitment | Servant leadership-Organizational commitment |
| 177 | 2 | 0.2 | OB | constructive leadership-motivation | value-based and moral leader behavior-Job involvement | Servant leadership-Work engagement |
| 178 | 2 | 0.2 | OB | constructive leadership-motivation | value-based and moral leader behavior-perceptions of support | Servant leadership-Service climate |
| 180 | 2 | 0.2 | OB | constructive leadership-stress | abusive supervision-response | abusive supervision-Emotional exhaustion |
| 181 | 2 | 0.2 | OB | constructive leadership-stress | abusive supervision-response | abusive supervision-Turnover intention |
| 182 | 2 | 0.2 | OB | constructive leadership-stress | relational-oriented leader behavior-response | Leader Member Exchange-Turnover intention |
| 183 | 11 | 0.9 | OB | constructive leadership-team effectiveness | change-oriented leader behavior-focal performance | supervisor transformational leadership-Team-level employee innovation |
| 184 | 2 | 0.2 | OB | constructive leadership-team effectiveness | relational-oriented leader behavior-team effectiveness | Person-focused leadership-Team Effectiveness |
| 185 | 2 | 0.2 | OB | constructive leadership-team effectiveness | task-oriented behavior-team effectiveness | Tasked-focused leadership-Team Effectiveness |
| 190 | 2 | 0.2 | OB | emerging state-behaviors | Social network-contextual performance | Social network-knowledge sharing |
| 191 | 7 | 0.5 | OB | emerging state-team effectiveness | collective attitudes/perception-withdraw | collective attitudes/perception-Collective turnover |
| 192 | 2 | 0.2 | OB | leadership-behaviors | leader mistreatment-counterproductive behavior | leader mistreatment-counterproductive work behavior |
| 193 | 2 | 0.2 | OB | leadership-stress | leader mistreatment-response | leader mistreatment-self-regulatory capacity impairment |
| 194 | 2 | 0.2 | OB | leadership-wellbeing | leader mistreatment-negative emotion | leader mistreatment-state negative affect |
| 219 | 2 | 0.2 | OB | motivation-Constructive Leadership | perceptions of support-relational-oriented leader behavior | Idiosyncratic deals-LMX |
| 261 | 2 | 0.2 | OB | motivation-Personal characteristics | perceptions of support-demographics | Idiosyncratic deals-Age |
| 262 | 2 | 0.2 | OB | motivation-Personal characteristics | perceptions of support-demographics | Idiosyncratic deals-Female |
| 263 | 2 | 0.2 | OB | motivation-Personal characteristics | perceptions of support-KSAO | Idiosyncratic deals-Education |
| 264 | 2 | 0.2 | OB | motivation-Personal characteristics | perceptions of support-KSAO | Idiosyncratic deals-Organizational tenure |
| 195 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Affective commitment-Organizational citizenship behavior |
| 196 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Affective Commitment to the Organization-organizational citizenship behavior |
| 197 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Continuance commitment-Organizational citizenship behavior |
| 198 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Continuance Commitment to the Organization-organizational citizenship behavior |
| 199 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Normative commitment-Organizational citizenship behavior |
| 200 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Normative Commitment to the Organization-organizational citizenship behavior |
| 201 | 2 | 0.2 | OB | motivation-behaviors | commitment-contextual performance | Organizational commitment-Organizational citizenship behavior |
| 202 | 2 | 0.2 | OB | motivation-behaviors | commitment-task performance | Affective Commitment to the Organization-Overall job performance |
| 203 | 2 | 0.2 | OB | motivation-behaviors | commitment-task performance | Continuance Commitment to the Organization-Overall job performance |
| 204 | 2 | 0.2 | OB | motivation-behaviors | commitment-task performance | Normative Commitment to the Organization-Overall job performance |
| 205 | 2 | 0.2 | OB | motivation-behaviors | motivation to work-contextual performance | Anticipated pay increase/promotion-knowledge sharing |
| 206 | 8 | 0.6 | OB | motivation-behaviors | motivation to work-contextual performance | Self-efficacy-Knowledge sharing |
| 207 | 4 | 0.3 | OB | motivation-behaviors | Motivators-Technology perceptions and usage | Motivators-Technology perceptions and usage |
| 208 | 2 | 0.2 | OB | motivation-behaviors | perceived fit-task performance | Perceived overqualification-job performance |
| 209 | 2 | 0.2 | OB | motivation-behaviors | perceived fit-task performance | Perceived overqualification-Overall job performance |
| 210 | 6 | 0.5 | OB | motivation-behaviors | perceived fit-task performance | Person–Group (P–G) Fit-Job performance |
| 211 | 6 | 0.5 | OB | motivation-behaviors | perceived fit-task performance | Person–Job (P–J) Fit-Job performance |
| 212 | 6 | 0.5 | OB | motivation-behaviors | perceived fit-task performance | Person–Organization (P–O) Fit-Job performance |
| 213 | 4 | 0.3 | OB | motivation-behaviors | perceived fit-task performance | Person–Supervisor (P–S) Fit-Job performance |
| 214 | 2 | 0.2 | OB | motivation-behaviors | perception of support-contextual performance | Perceived organizational support-Organizational citizenship behavior |
| 215 | 8 | 0.6 | OB | motivation-behaviors | perception of support-contextual performance | Rewards-Knowledge sharing |
| 216 | 2 | 0.2 | OB | motivation-behaviors | perception of support-focal performance | Perceived organizational support-Task performance |
| 217 | 2 | 0.2 | OB | motivation-behaviors | satisfaction-contextual performance | Social trust-knowledge sharing |
| 218 | 2 | 0.2 | OB | motivation-behaviors | satisfaction-task performance | Intra-organizational Trust-Individual performance |
| 220 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Affective commitment to change-Continuance commitment to change |
| 221 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Affective commitment to change-Normative commitment to change |
| 222 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Continuance commitment to change-Normative commitment to change |
| 223 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Continuance Commitment to the Organization-Affective Commitment to the Organization |
| 224 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Continuance Commitment to the Organization-Normative Commitment to the Organization |
| 225 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Normative Commitment to the Organization-Affective Commitment to the Organization |
| 226 | 2 | 0.2 | OB | motivation-motivation | commitment-commitment | Occupational commitment-Affective Commitment to the Organization |
| 227 | 2 | 0.2 | OB | motivation-motivation | commitment-justice | Organizational commitment-Organizational Justice |
| 228 | 2 | 0.2 | OB | motivation-motivation | commitment-justice | Organizational commitment-Procedural justice |
| 229 | 2 | 0.2 | OB | motivation-motivation | justice-commitment | fairness-affective organizational commitment |
| 230 | 2 | 0.2 | OB | motivation-motivation | perceived fit-commitment | Perceived overqualification-Organizational Commitment |
| 231 | 5 | 0.4 | OB | motivation-motivation | perceived fit-commitment | Person–Group (P–G) Fit-Organizational commitment |
| 232 | 9 | 0.7 | OB | motivation-motivation | perceived fit-commitment | Person–Job (P–J) Fit-Organizational commitment |
| 233 | 11 | 0.9 | OB | motivation-motivation | perceived fit-commitment | Person–Organization (P–O) Fit-Organizational commitment |
| 234 | 5 | 0.4 | OB | motivation-motivation | perceived fit-commitment | Person–Supervisor (P–S) Fit-Organizational commitment |
| 235 | 1 | 0.1 | OB | motivation-motivation | perceived fit-perceived fit | Person–Organization (P–O) Fit-Person–Job (P–J) Fit |
| 236 | 2 | 0.2 | OB | motivation-motivation | perceived fit-satisfaction | Congruence-Satisfaction |
| 237 | 2 | 0.2 | OB | motivation-motivation | perceived fit-satisfaction | Perceived overqualification-Job Satisfaction |
| 238 | 7 | 0.5 | OB | motivation-motivation | perceived fit-satisfaction | Person–Group (P–G) Fit-Job satisfaction |
| 239 | 9 | 0.7 | OB | motivation-motivation | perceived fit-satisfaction | Person–Job (P–J) Fit-Job satisfaction |
| 240 | 11 | 0.9 | OB | motivation-motivation | perceived fit-satisfaction | Person–Organization (P–O) Fit-Job satisfaction |
| 241 | 5 | 0.4 | OB | motivation-motivation | perceived fit-satisfaction | Person–Supervisor (P–S) Fit-Job satisfaction |
| 242 | 2 | 0.2 | OB | motivation-motivation | perception of support-commitment | Perceived organizational support-Affective commitment |
| 243 | 2 | 0.2 | OB | motivation-motivation | perception of support-commitment | Perceived organizational support-Normative commitment |
| 244 | 2 | 0.2 | OB | motivation-motivation | perception of support-job involvement | Perceived organizational support-Job involvement |
| 245 | 2 | 0.2 | OB | motivation-motivation | perception of support-satisfaction | Perceived organizational support-Job satisfaction |
| 246 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-commitment | Idiosyncratic deals-Affective commitment |
| 247 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-commitment | Organizational support-Affective Commitment to the Organization |
| 248 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-commitment | Organizational support-Continuance Commitment to the Organization |
| 249 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-commitment | Organizational support-Normative Commitment to the Organization |
| 250 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-motivation to work | Idiosyncratic deals-Proactive personality |
| 251 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-perceptions of support | Idiosyncratic deals-perceived organizational support |
| 252 | 2 | 0.2 | OB | motivation-motivation | perceptions of support-satisfaction | Idiosyncratic deals-Job satisfaction |
| 253 | 2 | 0.2 | OB | motivation-motivation | satisfaction-commitment | Overall job satisfaction-Affective Commitment to the Organization |
| 254 | 2 | 0.2 | OB | motivation-motivation | satisfaction-commitment | Overall job satisfaction-Continuance Commitment to the Organization |
| 255 | 2 | 0.2 | OB | motivation-motivation | satisfaction-commitment | Overall job satisfaction-Normative Commitment to the Organization |
| 256 | 2 | 0.2 | OB | motivation-motivation | satisfaction-justice | Job satisfaction-Organizational Justice |
| 257 | 2 | 0.2 | OB | motivation-motivation | satisfaction-justice | Job satisfaction-Procedural justice |
| 258 | 2 | 0.2 | OB | motivation-motivation | satisfaction-justice | Trust-Organizational Justice |
| 259 | 2 | 0.2 | OB | motivation-motivation | satisfaction-justice | Trust-Procedural justice |
| 260 | 6 | 0.5 | OB | motivation-motivation | satisfaction-perceptions of support | Job satisfaction-workplace Support |
| 265 | 3 | 0.2 | OB | motivation-personal characteristics | public service motivation-demographics | public service motivation-age |
| 266 | 3 | 0.2 | OB | motivation-personal characteristics | public service motivation-demographics | public service motivation-gender |
| 267 | 2 | 0.2 | OB | motivation-stress | commitment-response | Affective Commitment to the Organization-Overall withdrawal cognition |
| 268 | 2 | 0.2 | OB | motivation-stress | commitment-response | Continuance Commitment to the Organization-Overall withdrawal cognition |
| 269 | 2 | 0.2 | OB | motivation-stress | commitment-response | Normative Commitment to the Organization-Overall withdrawal cognition |
| 270 | 2 | 0.2 | OB | motivation-stress | commitment-response | Organizational commitment-turnover intention |
| 271 | 2 | 0.2 | OB | motivation-stress | justice-response | perceptions of unfairness-absences |
| 272 | 2 | 0.2 | OB | motivation-stress | justice-response | perceptions of unfairness-burnout |
| 273 | 2 | 0.2 | OB | motivation-stress | justice-response | perceptions of unfairness-negative state |
| 274 | 2 | 0.2 | OB | motivation-stress | justice-response | perceptions of unfairness-Stress |
| 275 | 2 | 0.2 | OB | motivation-stress | perceived fit-response | Perceived overqualification-Turnover intention |
| 276 | 6 | 0.5 | OB | motivation-stress | perceived fit-response | Person–Group (P–G) Fit-Intent to quit |
| 277 | 7 | 0.5 | OB | motivation-stress | perceived fit-response | Person–Job (P–J) Fit-Intent to quit |
| 278 | 10 | 0.8 | OB | motivation-stress | perceived fit-response | Person–Organization (P–O) Fit-Intent to quit |
| 279 | 10 | 0.8 | OB | motivation-stress | perceived fit-response | Person–Supervisor (P–S) Fit-Intent to quit |
| 280 | 2 | 0.2 | OB | motivation-stress | perception of support-response | Perceived organizational support-turnover intention |
| 281 | 2 | 0.2 | OB | motivation-stress | perception of support-response | Perceived organizational support-Turnover intention |
| 282 | 2 | 0.2 | OB | motivation-stress | perception of support-response | Perceived supervisor support-turnover intention |
| 283 | 2 | 0.2 | OB | motivation-stress | perceptions of support-response | Idiosyncratic deals-Turnover intention |
| 284 | 6 | 0.5 | OB | motivation-stress | satisfaction-producer | Job satisfaction-Job Control |
| 285 | 6 | 0.5 | OB | motivation-stress | satisfaction-producer | Job satisfaction-Job demands |
| 286 | 2 | 0.2 | OB | motivation-stress | satisfaction-response | Job satisfaction-turnover intention |
| 287 | 2 | 0.2 | OB | motivation-team effectiveness | satisfaction-focal performance | Intra-organizational Trust-Team performance |
| 288 | 2 | 0.2 | OB | motivation-well-being | justice-mental health | perceptions of unfairness-mental health |
| 294 | 2 | 0.2 | OB | personal characteristics-behaviors | psychological characteristics-contextual performance | Place attachment-Pro-environmental behaviour |
| 308 | 2 | 0.2 | OB | personal characteristics-personal characteristics | demographics-demographics | Gender-entrepreneurial intention |
| 312 | 2 | 0.2 | OB | stress-behaviors | response-counterproductive behavior | self-regulatory capacity impairment-counterproductive work behavior |
| 313 | 6 | 0.5 | OB | stress-behaviors | response-withdraw | Turnover intention-Turnover behavior |
| 314 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Overall Role Stress-affective commitment |
| 315 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role Ambiguity-affective commitment |
| 316 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role ambiguity-Affective Commitment to the Organization |
| 317 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role ambiguity-Continuance Commitment to the Organization |
| 318 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role ambiguity-Normative Commitment to the Organization |
| 319 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role Conflict-affective commitment |
| 320 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role conflict-Affective Commitment to the Organization |
| 321 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role conflict-Continuance Commitment to the Organization |
| 322 | 2 | 0.2 | OB | stress-motivation | producer-commitment | Role Overload-affective commitment |
| 323 | 6 | 0.5 | OB | stress-motivation | producer-perceptions of support | Job Control-workplace Support |
| 324 | 6 | 0.5 | OB | stress-motivation | producer-perceptions of support | Job demands -workplace Support |
| 325 | 2 | 0.2 | OB | stress-motivation | response-justice | Turnover intention-Organizational Justice |
| 326 | 2 | 0.2 | OB | stress-motivation | response-justice | Turnover intention-Procedural justice |
| 327 | 6 | 0.5 | OB | stress-motivation | response-perceptions of support | Emotional Exhaustion-workplace Support |
| 328 | 6 | 0.5 | OB | stress-stress | producer-producer | Job demands -Job Control |
| 329 | 2 | 0.2 | OB | stress-stress | producer-response | Job Control-(reduced) personal accomplishment |
| 330 | 2 | 0.2 | OB | stress-stress | producer-response | Job Control-depersonalisation |
| 331 | 2 | 0.2 | OB | stress-stress | producer-response | Job Control-emotional exhaustion |
| 332 | 3 | 0.2 | OB | stress-stress | producer-response | Role ambiguity-depression |
| 333 | 3 | 0.2 | OB | stress-stress | producer-response | Role conflict-depression |
| 334 | 2 | 0.2 | OB | stress-stress | producer-response | Role conflict-turnover intention |
| 335 | 6 | 0.5 | OB | stress-stress | response-producer | Emotional Exhaustion-Job Control |
| 336 | 6 | 0.5 | OB | stress-stress | response-producer | Emotional Exhaustion-Job demands |
| 337 | 2 | 0.2 | OB | stress-stress | response-response | Emotional exhaustion-turnover intention |
| 338 | 2 | 0.2 | OB | team input-behaviors | team structure-contextual performance | Competitive goal interdependence-open-minded discussion |
| 339 | 2 | 0.2 | OB | team input-behaviors | team structure-contextual performance | Cooperative goal interdependence-open-minded discussion |
| 340 | 2 | 0.2 | OB | team input-behaviors | team structure-contextual performance | Independent goal interdependence-open-minded discussion |
| 341 | 2 | 0.2 | OB | team input-emerging states | team composition-Social integration | Cultural diversity-Social integration |
| 342 | 2 | 0.2 | OB | team input-team effectiveness | team structure-focal performance | Outcome interdependence-Overall team performance |
| 343 | 2 | 0.2 | OB | team input-team effectiveness | team structure-focal performance | Task interdependence-Overall team performance |
| 344 | 2 | 0.2 | OB | team input-team process | team composition-Conflict | Cultural diversity-Conflict |
| 345 | 2 | 0.2 | OB | team input-team process | team structure-team functioning | Outcome interdependence-Relational team functioning |
| 346 | 2 | 0.2 | OB | team input-team process | team structure-team functioning | Outcome interdependence-Task-focused team functioning |
| 347 | 2 | 0.2 | OB | team input-team process | team structure-team functioning | Task interdependence-Relational team functioning |
| 348 | 2 | 0.2 | OB | team input-team process | team structure-team functioning | Task interdependence-Task-focused team functioning |
| 349 | 8 | 0.6 | OB | well-being-behaviors | Self-enjoyment-contextual performance | Self-enjoyment-Knowledge sharing |
| 350 | 6 | 0.5 | OB | well-being-behaviors | Subjective Well-being-focal performance | Subjective Well-being-Job Performance |
| 351 | 3 | 0.2 | OB | well-being-behaviors | work-family balance-focal performance | Work-Family Enrichment-Job Performance |
| 352 | 2 | 0.2 | OB | well-being-motivation | work-family balance-commitment | Work-Family Enrichment-Organization Commitment |
| 353 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-Job involvement | Negative work-to-family spillover-Work engagement |
| 354 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-Job involvement | Positive family-to-work spillover-Work engagement |
| 355 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-Job involvement | Positive work-to-family spillover-Work engagement |
| 356 | 3 | 0.2 | OB | well-being-motivation | work-family balance-job involvement | Work-Family Enrichment-Work Engagement |
| 357 | 2 | 0.2 | OB | well-being-motivation | work-family balance-satisfaction | Family-Work Enrichment-Job Satisfaction |
| 358 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Negative family-to-work spillover-Job & career satisfaction |
| 359 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Negative work-to-family spillover-Job & career satisfaction |
| 360 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Positive family-to-work spillover-Autonomy |
| 361 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Positive family-to-work spillover-Job & career satisfaction |
| 362 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Positive work-to-family spillover-Autonomy |
| 363 | 2 | 0.2 | OB | well-being-motivation | Work-family balance-satisfaction | Positive work-to-family spillover-Job & career satisfaction |
| 364 | 4 | 0.3 | OB | well-being-motivation | work-family balance-satisfaction | Work-Family Enrichment-Job Satisfaction |
| 365 | 2 | 0.2 | OB | well-being-stress | Work-family balance-response | Negative family-to-work spillover-Work strain |
| 366 | 2 | 0.2 | OB | well-being-stress | Work-family balance-response | Negative work-to-family spillover-Work strain |
| 367 | 2 | 0.2 | OB | well-being-stress | Work-family balance-response | Positive family-to-work spillover-Work strain |
| 368 | 2 | 0.2 | OB | well-being-stress | Work-family balance-response | Positive work-to-family spillover-Work strain |
| 369 | 2 | 0.2 | OB | well-being-stress | work-family balance-response | Work-Family Enrichment-Psychological Distress |
| 370 | 3 | 0.2 | OB | well-being-stress | work-family balance-response | Work-Family Enrichment-Turnover Intention |
| 371 | 2 | 0.2 | OB | well-being-well-being | work-family balance-Family Satisfaction | Work-Family Enrichment-Family Satisfaction |
| 372 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Life satisfaction | Negative work-to-family spillover-Life satisfaction |
| 373 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Mental health & well-being | Negative work-to-family spillover-Mental health & well-being |
| 374 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Negative family-to-work spillover-Home support |
| 375 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Negative family-to-work spillover-Support from work |
| 376 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Negative work-to-family spillover-Home/family strain |
| 377 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Negative work-to-family spillover-Support from work |
| 378 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Positive family-to-work spillover-Support from home |
| 379 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Positive family-to-work spillover-Support from work |
| 380 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Positive work-to-family spillover-Support from home |
| 381 | 2 | 0.2 | OB | well-being-well-being | Work-family balance-Work-family balance | Positive work-to-family spillover-Support from work |
| 382 | 2 | 0.2 | OB | wellbeing-behaviors | negative emotion-counterproductive behavior | state negative affect-counterproductive work behavior |
| 383 | 2 | 0.2 | OB | wellbeing-stress | negative emotion-response | state negative affect-self-regulatory capacity impairment |
## TABLE 5i. IB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#High 1 0.2
## Absorptive capacity(ACAP)-financial performance#Low 1 0.2
## Absorptive capacity(ACAP)-Innovation#High 1 0.2
## Absorptive capacity(ACAP)-Innovation#Low 1 0.2
## Aesthetic quality-Perceived value#High 1 0.2
## Aesthetic quality-Perceived value#Low 1 0.2
## alignment mechanism-performance#High 1 0.2
## alignment mechanism-performance#Low 1 0.2
## assest specificity-governance structures#High 1 0.2
## assest specificity-governance structures#Low 1 0.2
## assest specificity-hierarchical governance#High 1 0.2
## assest specificity-hierarchical governance#Low 1 0.2
## assest specificity-relational governance#High 1 0.2
## assest specificity-relational governance#Low 1 0.2
## blockholders-performance#High 1 0.2
## blockholders-performance#Low 1 0.2
## board independence-performance#High 1 0.2
## board independence-performance#Low 1 0.2
## breadth of knowledge sources-Environmental innovation#High 1 0.2
## breadth of knowledge sources-Environmental innovation#Low 1 0.2
## Business planning-Performance#NA 2 0.5
## Business ties-Firm performance#NA 2 0.5
## CEO duality-performance#High 1 0.2
## CEO duality-performance#Low 1 0.2
## CEO pay-performance#High 1 0.2
## CEO pay-performance#Low 1 0.2
## Cohesive Networks-Innovation#NA 10 2.3
## Contextual distance-international strategic alliances(ISA) performance#High 2 0.5
## Corporate Reputation-Corporate social performance#Low 1 0.2
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Customer Commitment#Low 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Loyalty#Low 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Trust#Low 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Future Financial Performance#Low 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#Low 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate venturing-Overall performance#High 2 0.5
## Corporate venturing-Overall performance#Low 1 0.2
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#High 1 0.2
## Cultural differences-Entry strategy#Low 2 0.5
## Cultural differences-Overall performance#High 1 0.2
## Cultural differences-Overall performance#Low 2 0.5
## Cultural Distance-Performance#Low 4 0.9
## Cultural Distance-Performance#NA 12 2.7
## Customer demand-Environmental innovation#High 1 0.2
## Customer demand-Environmental innovation#Low 1 0.2
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#NA 10 2.3
## Dynamic capabilities-Firm performance#High 2 0.5
## Dynamic capabilities-Firm performance#Low 2 0.5
## Dynamic capabilities-Firm performance#NA 8 1.8
## Efficiency-firm performance#High 3 0.7
## Efficiency-firm performance#Low 2 0.5
## Environmental innovation-organization performance#High 1 0.2
## Environmental innovation-organization performance#Low 1 0.2
## environmental management practices-firm performance#High 1 0.2
## environmental management practices-firm performance#Low 1 0.2
## environmental management practices-firm performance#NA 10 2.3
## Environmental management system(EMS)-Environmental innovation#High 1 0.2
## Environmental management system(EMS)-Environmental innovation#Low 1 0.2
## executive compensation-corporate performance#High 15 3.4
## executive compensation-corporate performance#Low 14 3.2
## Export Market Orientation-Performance-related consequences#NA 7 1.6
## Export Market Orientation-Strategy-related consequences#NA 7 1.6
## family firms-financial performance#High 1 0.2
## family firms-financial performance#Low 1 0.2
## family firms-financial performance#NA 6 1.4
## family involvement-financial performance#High 1 0.2
## family involvement-financial performance#Low 1 0.2
## family involvement-financial performance#NA 2 0.5
## Firm Capabilities-Export Market Orientation#NA 7 1.6
## Firm Risk-Corporate Reputation#Low 1 0.2
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#Low 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## firm size-Environmental innovation#High 1 0.2
## firm size-Environmental innovation#Low 1 0.2
## green innovation-financial performance#NA 2 0.5
## High-performance work practices (HPWPs)-Business Performance#High 19 4.3
## High-performance work practices (HPWPs)-Business Performance#Low 9 2.0
## host country risk-foreign ownership strategy#High 3 0.7
## host country risk-foreign ownership strategy#Low 5 1.1
## host country risk-foreign ownership strategy#NA 4 0.9
## HR practices-firm performance#High 3 0.7
## HR practices-firm performance#Low 1 0.2
## Innovation-firm performance#High 4 0.9
## Innovation-firm performance#Low 2 0.5
## Innovation-Overall performance#High 2 0.5
## Innovation-Overall performance#Low 1 0.2
## innovation-SME performance#NA 3 0.7
## insitutional investors-performance#High 1 0.2
## insitutional investors-performance#Low 1 0.2
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#High 1 0.2
## Inter-organizational Trust-Organizational performance#Low 1 0.2
## International Business Combination-Firm Performance#High 1 0.2
## International Business Combination-Firm Performance#Low 2 0.5
## Internationalization-family firm performance#High 1 0.2
## Internationalization-family firm performance#Low 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-firm performance#High 20 4.5
## Internationalization-firm performance#Low 12 2.7
## investment mechanism-performance#High 1 0.2
## investment mechanism-performance#Low 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#High 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Low 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Leadership-firm performance#High 2 0.5
## Leadership-firm performance#Low 1 0.2
## Long-term institutional ownership-Corporate Reputation#Low 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## managerial ownership-performance#High 1 0.2
## managerial ownership-performance#Low 1 0.2
## Managerial ties-Firm performance#NA 2 0.5
## Market Concentration-Environmental innovation#High 1 0.2
## Market Concentration-Environmental innovation#Low 1 0.2
## Media Visibility-Corporate Reputation#Low 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Mindsets of top managers-Proactive environmental strategies#High 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Low 1 0.2
## monitoring mechnism-performance#High 1 0.2
## monitoring mechnism-performance#Low 1 0.2
## Non-VRIN resources-accounting performance#High 1 0.2
## Non-VRIN resources-accounting performance#Low 1 0.2
## Non-VRIN resources-market performance#High 1 0.2
## Non-VRIN resources-market performance#Low 1 0.2
## Non-VRIN resources-performance#High 1 0.2
## Non-VRIN resources-performance#Low 1 0.2
## organizational capabilities-firm performance#High 3 0.7
## organizational social capital-firm performance#High 2 0.5
## organizational social capital-firm performance#Low 1 0.2
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#NA 2 0.5
## Proactive environmental strategies-Economic performance#High 1 0.2
## Proactive environmental strategies-Economic performance#Low 1 0.2
## Proactive environmental strategies-Environment performance#High 1 0.2
## Proactive environmental strategies-Environment performance#Low 1 0.2
## Productivity Measurement and Enhancement System (ProMES)-productivity#Low 4 0.9
## Regulation-Environmental innovation#High 1 0.2
## Regulation-Environmental innovation#Low 1 0.2
## Regulation-Proactive environmental strategies#High 1 0.2
## Regulation-Proactive environmental strategies#Low 1 0.2
## Resource dependence-alliance#High 1 0.2
## Resource dependence-alliance#Low 1 0.2
## Resource dependence-board interlock#High 1 0.2
## Resource dependence-board interlock#Low 1 0.2
## Resource dependence-Interorganizational arrangements#High 1 0.2
## Resource dependence-Interorganizational arrangements#Low 1 0.2
## Resource dependence-joint venture#High 1 0.2
## Resource dependence-joint venture#Low 1 0.2
## Resource dependence-M&A#High 1 0.2
## Resource dependence-M&A#Low 1 0.2
## Resources-accounting performance#High 1 0.2
## Resources-accounting performance#Low 1 0.2
## Resources-market performance#High 1 0.2
## Resources-market performance#Low 1 0.2
## Resources-performance#High 1 0.2
## Resources-performance#Low 1 0.2
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#NA 6 1.4
## Stakeholder norms-Proactive environmental strategies#High 1 0.2
## Stakeholder norms-Proactive environmental strategies#Low 1 0.2
## state ownership-performance#High 1 0.2
## Strategic performance measurement systems-Financial Performance#High 1 0.2
## Strategic performance measurement systems-Financial Performance#Low 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#High 1 0.2
## Strategic performance measurement systems-General Performance#Low 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-Strategic Capabilities#High 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#Low 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#NA 8 1.8
## Strategic renewal-Overall performance#High 2 0.5
## Strategic renewal-Overall performance#Low 1 0.2
## Subsidy-Environmental innovation#High 1 0.2
## Subsidy-Environmental innovation#Low 1 0.2
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#High 1 0.2
## technological capabilities-Environmental innovation#Low 1 0.2
## VC investments-VC funded firm performance#NA 2 0.5
## VRIN resources-accounting performance#High 1 0.2
## VRIN resources-accounting performance#Low 1 0.2
## VRIN resources-market performance#High 1 0.2
## VRIN resources-market performance#Low 1 0.2
## VRIN resources-performance#High 1 0.2
## VRIN resources-performance#Low 1 0.2
## ───────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#High 2 0.3
## abusive supervision-Job satisfaction#High 2 0.3
## abusive supervision-OCBI#High 2 0.3
## abusive supervision-OCBO#High 2 0.3
## abusive supervision-organization directed deviance#High 2 0.3
## abusive supervision-organizational citizenship behavior#High 2 0.3
## abusive supervision-Procedural justice#High 2 0.3
## abusive supervision-Subordinate work performance#High 2 0.3
## abusive supervision-Supervisor-directed deviance#High 2 0.3
## abusive supervision-Turnover intention#High 2 0.3
## abusive supervision-Voice#High 2 0.3
## Affective commitment-Organizational citizenship behavior#NA 2 0.3
## Affective commitment to change-Continuance commitment to change#High 2 0.3
## Affective commitment to change-Normative commitment to change#High 2 0.3
## Affective Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#High 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Age-Affective Commitment to the Organization#High 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#High 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#High 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Agreeableness-Affective commitment#NA 2 0.3
## Agreeableness-Continuance commitment#NA 2 0.3
## Agreeableness-Normative commitment#NA 2 0.3
## Agreeableness-Overall/attitudinal commitment#NA 2 0.3
## Anticipated pay increase/promotion-knowledge sharing#NA 2 0.3
## collective attitudes/perception-Collective turnover#High 2 0.3
## collective attitudes/perception-Collective turnover#Low 1 0.1
## collective attitudes/perception-Collective turnover#NA 4 0.5
## Communication-knowledge sharing#NA 2 0.3
## Competitive goal interdependence-open-minded discussion#High 2 0.3
## Congruence-Satisfaction#Low 2 0.3
## Conscientiousness-Affective commitment#NA 2 0.3
## Conscientiousness-Continuance commitment#NA 2 0.3
## Conscientiousness-Normative commitment#NA 2 0.3
## Conscientiousness-Overall/attitudinal commitment#NA 2 0.3
## Continuance commitment-Organizational citizenship behavior#NA 2 0.3
## Continuance commitment to change-Normative commitment to change#High 2 0.3
## Continuance Commitment to the Organization-Affective Commitment to the Organization#High 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#High 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#High 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Cooperative goal interdependence-open-minded discussion#High 2 0.3
## creativity-innovation#High 1 0.1
## creativity-innovation#Low 1 0.1
## creativity-innovation#NA 4 0.5
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#High 1 0.1
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#High 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#High 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Emotional Exhaustion-Job Control#High 3 0.4
## Emotional Exhaustion-Job Control#Low 3 0.4
## Emotional Exhaustion-Job demands #High 3 0.4
## Emotional Exhaustion-Job demands #Low 3 0.4
## Emotional exhaustion-turnover intention#NA 2 0.3
## Emotional Exhaustion-workplace Support#High 3 0.4
## Emotional Exhaustion-workplace Support#Low 3 0.4
## Emotional Intelligence-Entrepreneurial intention#High 1 0.1
## Emotional Intelligence-Entrepreneurial intention#Low 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Job Performance#High 1 0.1
## Emotional Intelligence-Job Performance#Low 1 0.1
## Emotional Intelligence-Job Performance#NA 6 0.8
## Emotional Stability-Affective commitment#NA 2 0.3
## Emotional Stability-Continuance commitment#NA 2 0.3
## Emotional Stability-Normative commitment#NA 2 0.3
## Emotional Stability-Overall/attitudinal commitment#NA 2 0.3
## Extraversion-Affective commitment#NA 2 0.3
## Extraversion-Continuance commitment#NA 4 0.5
## Extraversion-Normative commitment#NA 2 0.3
## Extraversion-Overall/attitudinal commitment#NA 2 0.3
## fairness-affective organizational commitment#NA 2 0.3
## Family-Work Enrichment-Job Satisfaction#High 2 0.3
## Gender-Affective Commitment to the Organization#High 1 0.1
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#High 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-depersonalization#Low 4 0.5
## Gender-Emotional exhaustion#Low 4 0.5
## Gender-entrepreneurial intention#Low 2 0.3
## Gender-Normative Commitment to the Organization#High 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender Differences-Negotiation Performance#NA 12 1.5
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#High 1 0.1
## Idiosyncratic deals-Affective commitment#Low 1 0.1
## Idiosyncratic deals-Age#High 1 0.1
## Idiosyncratic deals-Age#Low 1 0.1
## Idiosyncratic deals-Education#High 1 0.1
## Idiosyncratic deals-Education#Low 1 0.1
## Idiosyncratic deals-Female#High 1 0.1
## Idiosyncratic deals-Female#Low 1 0.1
## Idiosyncratic deals-Job satisfaction#High 1 0.1
## Idiosyncratic deals-Job satisfaction#Low 1 0.1
## Idiosyncratic deals-LMX#High 1 0.1
## Idiosyncratic deals-LMX#Low 1 0.1
## Idiosyncratic deals-Organizational tenure#High 1 0.1
## Idiosyncratic deals-Organizational tenure#Low 1 0.1
## Idiosyncratic deals-perceived organizational support#High 1 0.1
## Idiosyncratic deals-perceived organizational support#Low 1 0.1
## Idiosyncratic deals-Proactive personality#High 1 0.1
## Idiosyncratic deals-Proactive personality#Low 1 0.1
## Idiosyncratic deals-Turnover intention#High 1 0.1
## Idiosyncratic deals-Turnover intention#Low 1 0.1
## Independent goal interdependence-open-minded discussion#High 2 0.3
## Intra-organizational Trust-Individual performance#High 1 0.1
## Intra-organizational Trust-Individual performance#Low 1 0.1
## Intra-organizational Trust-Team performance#High 1 0.1
## Intra-organizational Trust-Team performance#Low 1 0.1
## Job Control-(reduced) personal accomplishment#High 1 0.1
## Job Control-(reduced) personal accomplishment#Low 1 0.1
## Job Control-depersonalisation#High 1 0.1
## Job Control-depersonalisation#Low 1 0.1
## Job Control-emotional exhaustion#High 1 0.1
## Job Control-emotional exhaustion#Low 1 0.1
## Job Control-workplace Support#High 3 0.4
## Job Control-workplace Support#Low 3 0.4
## Job demands -Job Control#High 3 0.4
## Job demands -Job Control#Low 3 0.4
## Job demands -workplace Support#High 3 0.4
## Job demands -workplace Support#Low 3 0.4
## Job satisfaction-Job Control#High 3 0.4
## Job satisfaction-Job Control#Low 3 0.4
## Job satisfaction-Job demands #High 3 0.4
## Job satisfaction-Job demands #Low 3 0.4
## Job satisfaction-Organizational Justice#High 2 0.3
## Job satisfaction-Procedural justice#High 2 0.3
## Job satisfaction-turnover intention#NA 2 0.3
## Job satisfaction-workplace Support#High 3 0.4
## Job satisfaction-workplace Support#Low 3 0.4
## leader-member exchange-family-work enrichment#High 1 0.1
## leader-member exchange-family-work enrichment#Low 1 0.1
## leader-member exchange-family-work enrichment#NA 2 0.3
## leader-member exchange-Family interference with work#High 1 0.1
## leader-member exchange-Family interference with work#Low 1 0.1
## leader-member exchange-Family interference with work#NA 2 0.3
## leader-member exchange-Work-family enrichment#High 1 0.1
## leader-member exchange-Work-family enrichment#Low 1 0.1
## leader-member exchange-Work-family enrichment#NA 2 0.3
## leader-member exchange-Work interference with family#High 1 0.1
## leader-member exchange-Work interference with family#Low 1 0.1
## leader-member exchange-Work interference with family#NA 2 0.3
## Leader–Member Exchange-Distributive justice#High 1 0.1
## Leader–Member Exchange-Distributive justice#Low 1 0.1
## Leader–Member Exchange-Interactional justice#High 1 0.1
## Leader–Member Exchange-Interactional justice#Low 1 0.1
## Leader–Member Exchange-Organizational citizenship behavior#High 1 0.1
## Leader–Member Exchange-Organizational citizenship behavior#Low 1 0.1
## Leader–Member Exchange-Procedural justice#High 1 0.1
## Leader–Member Exchange-Procedural justice#Low 1 0.1
## Leader–Member Exchange-Task performance#High 1 0.1
## Leader–Member Exchange-Task performance#Low 1 0.1
## Leader Member Exchange-Affective commitment#High 1 0.1
## Leader Member Exchange-Affective commitment#Low 1 0.1
## Leader Member Exchange-Job satisfaction#High 1 0.1
## Leader Member Exchange-Job satisfaction#Low 1 0.1
## Leader Member Exchange-Normative commitment#High 1 0.1
## Leader Member Exchange-Normative commitment#Low 1 0.1
## Leader Member Exchange-Turnover intention#High 1 0.1
## Leader Member Exchange-Turnover intention#Low 1 0.1
## leader mistreatment-counterproductive work behavior#High 1 0.1
## leader mistreatment-counterproductive work behavior#Low 1 0.1
## leader mistreatment-self-regulatory capacity impairment#High 1 0.1
## leader mistreatment-self-regulatory capacity impairment#Low 1 0.1
## leader mistreatment-state negative affect#High 1 0.1
## leader mistreatment-state negative affect#Low 1 0.1
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#High 1 0.1
## Negative family-to-work spillover-Home support#Low 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#High 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Low 1 0.1
## Negative family-to-work spillover-Support from work#High 1 0.1
## Negative family-to-work spillover-Support from work#Low 1 0.1
## Negative family-to-work spillover-Work strain#High 1 0.1
## Negative family-to-work spillover-Work strain#Low 1 0.1
## Negative work-to-family spillover-Home/family strain#High 1 0.1
## Negative work-to-family spillover-Home/family strain#Low 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#High 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Low 1 0.1
## Negative work-to-family spillover-Life satisfaction#High 1 0.1
## Negative work-to-family spillover-Life satisfaction#Low 1 0.1
## Negative work-to-family spillover-Mental health & well-being#High 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Low 1 0.1
## Negative work-to-family spillover-Support from work#High 1 0.1
## Negative work-to-family spillover-Support from work#Low 1 0.1
## Negative work-to-family spillover-Work engagement#High 1 0.1
## Negative work-to-family spillover-Work engagement#Low 1 0.1
## Negative work-to-family spillover-Work strain#High 1 0.1
## Negative work-to-family spillover-Work strain#Low 1 0.1
## Neuroticism-achievement motivation#NA 4 0.5
## Normative commitment-Organizational citizenship behavior#NA 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization#High 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#High 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#High 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Low 1 0.1
## Occupational commitment-Affective Commitment to the Organization#High 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## open-minded discussion-Commitment#High 2 0.3
## open-minded discussion-Creativity#High 2 0.3
## open-minded discussion-LMX#High 1 0.1
## open-minded discussion-Performance#High 2 0.3
## open-minded discussion-Relationship quality#High 2 0.3
## Openness to Experience-Affective commitment#NA 2 0.3
## Openness to Experience-Continuance commitment#NA 2 0.3
## Openness to Experience-Normative commitment#NA 2 0.3
## Openness to Experience-Overall/attitudinal commitment#NA 2 0.3
## Organization tenure-Affective Commitment to the Organization#High 1 0.1
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#High 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#High 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organizational commitment-Organizational citizenship behavior#NA 2 0.3
## Organizational commitment-Organizational Justice#High 2 0.3
## Organizational commitment-Procedural justice#High 2 0.3
## Organizational commitment-turnover intention#NA 2 0.3
## Organizational support-Affective Commitment to the Organization#High 1 0.1
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#High 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#High 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Outcome interdependence-Overall team performance#NA 2 0.3
## Outcome interdependence-Relational team functioning#NA 2 0.3
## Outcome interdependence-Task-focused team functioning#NA 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall Role Stress-affective commitment#High 1 0.1
## Overall Role Stress-affective commitment#Low 1 0.1
## Perceived organizational support-Affective commitment#High 1 0.1
## Perceived organizational support-Affective commitment#Low 1 0.1
## Perceived organizational support-Job involvement#High 1 0.1
## Perceived organizational support-Job involvement#Low 1 0.1
## Perceived organizational support-Job satisfaction#High 1 0.1
## Perceived organizational support-Job satisfaction#Low 1 0.1
## Perceived organizational support-Normative commitment#High 1 0.1
## Perceived organizational support-Normative commitment#Low 1 0.1
## Perceived organizational support-Organizational citizenship behavior#High 1 0.1
## Perceived organizational support-Organizational citizenship behavior#Low 1 0.1
## Perceived organizational support-Task performance#High 1 0.1
## Perceived organizational support-Task performance#Low 1 0.1
## Perceived organizational support-Turnover intention#High 1 0.1
## Perceived organizational support-Turnover intention#Low 1 0.1
## Perceived organizational support-turnover intention#NA 2 0.3
## Perceived overqualification-job performance#High 1 0.1
## Perceived overqualification-job performance#Low 1 0.1
## Perceived overqualification-Job Satisfaction#High 1 0.1
## Perceived overqualification-Job Satisfaction#Low 1 0.1
## Perceived overqualification-Organizational Commitment#High 1 0.1
## Perceived overqualification-Organizational Commitment#Low 1 0.1
## Perceived overqualification-Overall job performance#High 1 0.1
## Perceived overqualification-Overall job performance#Low 1 0.1
## Perceived overqualification-Turnover intention#High 1 0.1
## Perceived overqualification-Turnover intention#Low 1 0.1
## Perceived supervisor support-turnover intention#NA 2 0.3
## perceptions of unfairness-absences#Low 1 0.1
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-burnout#Low 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-mental health#Low 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-negative state#Low 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-Stress#Low 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## Person-focused leader behaviors-Subjective team performance#High 2 0.3
## Person-focused leader behaviors-Subjective team performance#Low 2 0.3
## Person-focused leadership-Team Effectiveness#High 1 0.1
## Person-focused leadership-Team Effectiveness#Low 1 0.1
## Person–Group (P–G) Fit-Intent to quit#High 6 0.8
## Person–Group (P–G) Fit-Job performance#High 6 0.8
## Person–Group (P–G) Fit-Job satisfaction#High 7 0.9
## Person–Group (P–G) Fit-Organizational commitment#High 5 0.6
## Person–Job (P–J) Fit-Intent to quit#High 6 0.8
## Person–Job (P–J) Fit-Intent to quit#Low 1 0.1
## Person–Job (P–J) Fit-Job performance#High 6 0.8
## Person–Job (P–J) Fit-Job satisfaction#High 7 0.9
## Person–Job (P–J) Fit-Job satisfaction#Low 2 0.3
## Person–Job (P–J) Fit-Organizational commitment#High 7 0.9
## Person–Job (P–J) Fit-Organizational commitment#Low 2 0.3
## Person–Organization (P–O) Fit-Intent to quit#High 8 1.0
## Person–Organization (P–O) Fit-Intent to quit#Low 2 0.3
## Person–Organization (P–O) Fit-Job performance#High 6 0.8
## Person–Organization (P–O) Fit-Job satisfaction#High 8 1.0
## Person–Organization (P–O) Fit-Job satisfaction#Low 3 0.4
## Person–Organization (P–O) Fit-Organizational commitment#High 8 1.0
## Person–Organization (P–O) Fit-Organizational commitment#Low 3 0.4
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#Low 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#High 10 1.3
## Person–Supervisor (P–S) Fit-Job performance#High 4 0.5
## Person–Supervisor (P–S) Fit-Job satisfaction#High 5 0.6
## Person–Supervisor (P–S) Fit-Organizational commitment#High 5 0.6
## personnel changes-Collective turnover#High 2 0.3
## personnel changes-Collective turnover#NA 4 0.5
## Place attachment-Pro-environmental behaviour#NA 2 0.3
## Position tenure-Affective Commitment to the Organization#High 1 0.1
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Positive family-to-work spillover-Autonomy#High 1 0.1
## Positive family-to-work spillover-Autonomy#Low 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#High 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Low 1 0.1
## Positive family-to-work spillover-Support from home#High 1 0.1
## Positive family-to-work spillover-Support from home#Low 1 0.1
## Positive family-to-work spillover-Support from work#High 1 0.1
## Positive family-to-work spillover-Support from work#Low 1 0.1
## Positive family-to-work spillover-Work engagement#High 1 0.1
## Positive family-to-work spillover-Work engagement#Low 1 0.1
## Positive family-to-work spillover-Work strain#High 1 0.1
## Positive family-to-work spillover-Work strain#Low 1 0.1
## Positive work-to-family spillover-Autonomy#High 1 0.1
## Positive work-to-family spillover-Autonomy#Low 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#High 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Low 1 0.1
## Positive work-to-family spillover-Support from home#High 1 0.1
## Positive work-to-family spillover-Support from home#Low 1 0.1
## Positive work-to-family spillover-Support from work#High 1 0.1
## Positive work-to-family spillover-Support from work#Low 1 0.1
## Positive work-to-family spillover-Work engagement#High 1 0.1
## Positive work-to-family spillover-Work engagement#Low 1 0.1
## Positive work-to-family spillover-Work strain#High 1 0.1
## Positive work-to-family spillover-Work strain#Low 1 0.1
## public service motivation-age#High 1 0.1
## public service motivation-age#Low 2 0.3
## public service motivation-gender#High 1 0.1
## public service motivation-gender#Low 2 0.3
## Reciprocity-Knowledge sharing#High 1 0.1
## Reciprocity-Knowledge sharing#Low 1 0.1
## Reciprocity-Knowledge sharing#NA 6 0.8
## Rewards-Knowledge sharing#High 1 0.1
## Rewards-Knowledge sharing#Low 1 0.1
## Rewards-Knowledge sharing#NA 6 0.8
## Role ambiguity-Affective Commitment to the Organization#High 1 0.1
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role Ambiguity-affective commitment#High 1 0.1
## Role Ambiguity-affective commitment#Low 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#High 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-depression#High 1 0.1
## Role ambiguity-depression#Low 2 0.3
## Role ambiguity-Normative Commitment to the Organization#High 1 0.1
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#High 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role Conflict-affective commitment#High 1 0.1
## Role Conflict-affective commitment#Low 1 0.1
## Role conflict-Continuance Commitment to the Organization#High 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-depression#High 1 0.1
## Role conflict-depression#Low 2 0.3
## Role conflict-turnover intention#NA 2 0.3
## Role Overload-affective commitment#High 1 0.1
## Role Overload-affective commitment#Low 1 0.1
## Romance of Leadership-perception of transformational/charismatic leadership#High 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#Low 4 0.5
## Self-efficacy-Knowledge sharing#High 1 0.1
## Self-efficacy-Knowledge sharing#Low 1 0.1
## Self-efficacy-Knowledge sharing#NA 6 0.8
## Self-enjoyment-Knowledge sharing#High 1 0.1
## Self-enjoyment-Knowledge sharing#Low 1 0.1
## Self-enjoyment-Knowledge sharing#NA 6 0.8
## self-regulatory capacity impairment-counterproductive work behavior#High 1 0.1
## self-regulatory capacity impairment-counterproductive work behavior#Low 1 0.1
## Servant leadership-OCB#NA 6 0.8
## Servant leadership-Organizational commitment#NA 6 0.8
## Servant leadership-Performance#NA 4 0.5
## Servant leadership-Psychological capital#NA 2 0.3
## Servant leadership-Service climate#NA 2 0.3
## Servant leadership-Work engagement#NA 2 0.3
## Social network-knowledge sharing#NA 2 0.3
## Social trust-knowledge sharing#NA 2 0.3
## state negative affect-counterproductive work behavior#High 1 0.1
## state negative affect-counterproductive work behavior#Low 1 0.1
## state negative affect-self-regulatory capacity impairment#High 1 0.1
## state negative affect-self-regulatory capacity impairment#Low 1 0.1
## subjective norm-actual system use#High 1 0.1
## subjective norm-actual system use#Low 1 0.1
## Subjective norm-knowledge sharing#NA 2 0.3
## Subjective Well-being-Job Performance#High 3 0.4
## Subjective Well-being-Job Performance#Low 3 0.4
## supervisor transformational leadership-Individual-level employee innovation#NA 11 1.4
## supervisor transformational leadership-Team-level employee innovation#NA 11 1.4
## Task interdependence-Overall team performance#NA 2 0.3
## Task interdependence-Relational team functioning#NA 2 0.3
## Task interdependence-Task-focused team functioning#NA 2 0.3
## Tasked-focused leadership-Team Effectiveness#High 1 0.1
## Tasked-focused leadership-Team Effectiveness#Low 1 0.1
## Transformational Leadership-Commitment to change#High 1 0.1
## Transformational Leadership-Commitment to change#Low 1 0.1
## Transformational Leadership-Support for change#High 1 0.1
## Transformational Leadership-Support for change#Low 1 0.1
## Trust-Organizational Justice#High 2 0.3
## Trust-Procedural justice#High 2 0.3
## Turnover intention-Organizational Justice#High 2 0.3
## Turnover intention-Procedural justice#High 2 0.3
## Turnover intention-Turnover behavior#High 4 0.5
## Turnover intention-Turnover behavior#Low 2 0.3
## Work-Family Enrichment-Family Satisfaction#High 2 0.3
## Work-Family Enrichment-Job Performance#High 2 0.3
## Work-Family Enrichment-Job Performance#Low 1 0.1
## Work-Family Enrichment-Job Satisfaction#High 2 0.3
## Work-Family Enrichment-Job Satisfaction#Low 1 0.1
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Organization Commitment#High 2 0.3
## Work-Family Enrichment-Psychological Distress#High 1 0.1
## Work-Family Enrichment-Psychological Distress#Low 1 0.1
## Work-Family Enrichment-Turnover Intention#High 2 0.3
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Work Engagement#High 2 0.3
## Work-Family Enrichment-Work Engagement#Low 1 0.1
## ────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 436## TABLE 5b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#High 1 2.1
## Aesthetic quality-Behavioural intentions#Low 1 2.1
## Collective Employee Turnover-Organizational Performance#High 1 2.1
## Collective Employee Turnover-Organizational Performance#Low 2 4.2
## Collective Employee Turnover-Organizational Performance#NA 4 8.3
## collective turnover-Organizational performance#High 2 4.2
## collective turnover-Organizational performance#Low 1 2.1
## collective turnover-Organizational performance#NA 4 8.3
## Contractual governance-Trust#High 2 4.2
## Contractual governance-Trust#Low 3 6.2
## Core product quality-Behavioural intentions#High 1 2.1
## Core product quality-Behavioural intentions#Low 1 2.1
## Emotional intelligence-service quality#NA 8 16.7
## Employee performance-firm performance#High 1 2.1
## Employee performance-firm performance#Low 1 2.1
## Employee satisfaction-firm performance#High 2 4.2
## Entrepreneurial Self Efficacy-Firm Performance#NA 2 4.2
## Intra-organizational Trust-Organizational performance#High 1 2.1
## Intra-organizational Trust-Organizational performance#Low 1 2.1
## Management support-firm performance#High 2 4.2
## Organizational commitment-firm performance#High 2 4.2
## Organizational commitment-firm performance#Low 1 2.1
## Service innovation-Firm performance#NA 4 8.3
## ────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 23## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#High 2 0.5
## Attracting Economic Institutional Factor-innovation#Low 2 0.5
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#High 1 0.2
## Attracting Societal Institutional Factor-innovation#Low 1 0.2
## Attracting Societal Institutional Factor-strategic process#High 1 0.2
## Attracting Societal Institutional Factor-strategic process#Low 1 0.2
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#High 1 0.2
## Detering Economic Institutional Factor-innovation#Low 1 0.2
## Detering Economic Institutional Factor-organizational resource#Low 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-strategic process#High 1 0.2
## Detering Economic Institutional Factor-strategic process#Low 1 0.2
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#High 3 0.7
## Detering Societal Institutional Factor-general performance#Low 6 1.4
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-internationalization#High 4 0.9
## Detering Societal Institutional Factor-internationalization#Low 7 1.6
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Innovation-general performance#High 6 1.4
## Innovation-general performance#Low 3 0.7
## Internationalization-general performance#High 1 0.2
## Internationalization-general performance#Low 2 0.5
## Internationalization-general performance#NA 7 1.6
## Internationalization-non-marketing outcome#NA 7 1.6
## non-marketing outcome-non-marketing outcome#High 1 0.2
## non-marketing outcome-non-marketing outcome#Low 1 0.2
## organizational capability-general performance#High 9 2.0
## organizational capability-general performance#Low 5 1.1
## organizational capability-general performance#NA 11 2.5
## organizational capability-innovation#High 2 0.5
## organizational capability-innovation#Low 2 0.5
## organizational capability-internationalization#NA 7 1.6
## organizational capability-marketing outcome#High 1 0.2
## organizational capability-marketing outcome#Low 1 0.2
## organizational capability-marketing outcome#NA 2 0.5
## organizational resource-general performance#High 10 2.3
## organizational resource-general performance#Low 9 2.0
## organizational resource-general performance#NA 18 4.1
## organizational resource-innovation#High 2 0.5
## organizational resource-innovation#Low 2 0.5
## organizational resource-innovation#NA 8 1.8
## organizational resource-Innovation#NA 12 2.7
## organizational resource-marketing outcome#High 5 1.1
## organizational resource-marketing outcome#Low 7 1.6
## organizational resource-marketing outcome#NA 10 2.3
## organizational resource-non-marketing outcome#Low 4 0.9
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-organizational capability#High 3 0.7
## organizational resource-organizational capability#Low 3 0.7
## organizational resource-organizational resource#Low 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## strategic orientation-general performance#High 6 1.4
## strategic orientation-general performance#Low 3 0.7
## strategic orientation-strategic process#High 6 1.4
## strategic orientation-strategic process#Low 6 1.4
## strategic process-general performance#High 69 15.6
## strategic process-general performance#Low 47 10.6
## strategic process-general performance#NA 22 5.0
## strategic process-innovation#High 1 0.2
## strategic process-innovation#Low 1 0.2
## strategic process-marketing outcome#High 2 0.5
## strategic process-marketing outcome#Low 2 0.5
## strategic process-marketing outcome#NA 16 3.6
## strategic process-non-marketing outcome#High 1 0.2
## strategic process-non-marketing outcome#Low 5 1.1
## strategic process-organizational capability#High 1 0.2
## strategic process-organizational capability#Low 1 0.2
## strategic process-organizational capability#NA 8 1.8
## strategy process-general performance#High 1 0.2
## strategy process-general performance#Low 1 0.2
## strategy process-general performance#NA 10 2.3
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 74## TABLE 3o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#High 8 1.0
## abusive supervision-counterproductive behavior#High 4 0.5
## abusive supervision-focal performance#High 2 0.3
## abusive supervision-justice#High 2 0.3
## abusive supervision-response#High 4 0.5
## abusive supervision-satisfaction#High 2 0.3
## Agreeableness-commitment#NA 8 1.0
## change-oriented leader behavior-change-oriented leader behavior#High 2 0.3
## change-oriented leader behavior-change-oriented leader behavior#Low 4 0.5
## change-oriented leader behavior-commitment#High 1 0.1
## change-oriented leader behavior-commitment#Low 1 0.1
## change-oriented leader behavior-contextual performance#NA 11 1.4
## change-oriented leader behavior-focal performance#NA 11 1.4
## change-oriented leader behavior-motivation to work#High 1 0.1
## change-oriented leader behavior-motivation to work#Low 1 0.1
## collective attitudes/perception-withdraw#High 2 0.3
## collective attitudes/perception-withdraw#Low 1 0.1
## collective attitudes/perception-withdraw#NA 4 0.5
## commitment-commitment#High 10 1.3
## commitment-commitment#NA 4 0.5
## commitment-contextual performance#High 3 0.4
## commitment-contextual performance#NA 11 1.4
## commitment-justice#High 4 0.5
## commitment-response#High 3 0.4
## commitment-response#NA 5 0.6
## commitment-task performance#High 3 0.4
## commitment-task performance#NA 3 0.4
## Conscientiousness-commitment#NA 8 1.0
## contextual performance-commitment#High 2 0.3
## contextual performance-contextual performance#High 5 0.6
## contextual performance-contextual performance#Low 3 0.4
## contextual performance-contextual performance#NA 12 1.5
## contextual performance-focal performance#High 2 0.3
## contextual performance-relational-oriented leader behavior#High 1 0.1
## contextual performance-Relationship quality#High 2 0.3
## demographics-commitment#High 6 0.8
## demographics-commitment#NA 6 0.8
## demographics-demographics#Low 2 0.3
## demographics-response#Low 8 1.0
## demographics-Task Performance#NA 36 4.5
## Emotional Stability-commitment#NA 8 1.0
## Extraversion-commitment#NA 10 1.3
## justice-commitment#NA 2 0.3
## justice-mental health#Low 1 0.1
## justice-mental health#NA 1 0.1
## justice-response#Low 4 0.5
## justice-response#NA 4 0.5
## KSAO-commitment#High 7 0.9
## KSAO-commitment#NA 7 0.9
## KSAO-demographics#High 1 0.1
## KSAO-demographics#Low 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-task performance#High 1 0.1
## KSAO-task performance#Low 1 0.1
## KSAO-task performance#NA 6 0.8
## leader mistreatment-counterproductive behavior#High 1 0.1
## leader mistreatment-counterproductive behavior#Low 1 0.1
## leader mistreatment-negative emotion#High 1 0.1
## leader mistreatment-negative emotion#Low 1 0.1
## leader mistreatment-response#High 1 0.1
## leader mistreatment-response#Low 1 0.1
## motivation to work-contextual performance#High 1 0.1
## motivation to work-contextual performance#Low 1 0.1
## motivation to work-contextual performance#NA 8 1.0
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#High 1 0.1
## negative emotion-counterproductive behavior#Low 1 0.1
## negative emotion-response#High 1 0.1
## negative emotion-response#Low 1 0.1
## Neuroticism-motivation to work#NA 4 0.5
## Openness to Experience-commitment#NA 8 1.0
## perceived fit-commitment#High 26 3.3
## perceived fit-commitment#Low 6 0.8
## perceived fit-perceived fit#Low 1 0.1
## perceived fit-response#High 31 3.9
## perceived fit-response#Low 4 0.5
## perceived fit-satisfaction#High 28 3.5
## perceived fit-satisfaction#Low 8 1.0
## perceived fit-task performance#High 24 3.0
## perceived fit-task performance#Low 2 0.3
## perception of support-commitment#High 2 0.3
## perception of support-commitment#Low 2 0.3
## perception of support-contextual performance#High 2 0.3
## perception of support-contextual performance#Low 2 0.3
## perception of support-contextual performance#NA 6 0.8
## perception of support-focal performance#High 1 0.1
## perception of support-focal performance#Low 1 0.1
## perception of support-job involvement#High 1 0.1
## perception of support-job involvement#Low 1 0.1
## perception of support-response#High 1 0.1
## perception of support-response#Low 1 0.1
## perception of support-response#NA 4 0.5
## perception of support-satisfaction#High 1 0.1
## perception of support-satisfaction#Low 1 0.1
## perceptions of support-commitment#High 4 0.5
## perceptions of support-commitment#Low 1 0.1
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-demographics#High 2 0.3
## perceptions of support-demographics#Low 2 0.3
## perceptions of support-KSAO#High 2 0.3
## perceptions of support-KSAO#Low 2 0.3
## perceptions of support-motivation to work#High 1 0.1
## perceptions of support-motivation to work#Low 1 0.1
## perceptions of support-perceptions of support#High 1 0.1
## perceptions of support-perceptions of support#Low 1 0.1
## perceptions of support-relational-oriented leader behavior#High 1 0.1
## perceptions of support-relational-oriented leader behavior#Low 1 0.1
## perceptions of support-response#High 1 0.1
## perceptions of support-response#Low 1 0.1
## perceptions of support-satisfaction#High 1 0.1
## perceptions of support-satisfaction#Low 1 0.1
## producer-commitment#High 9 1.1
## producer-commitment#Low 4 0.5
## producer-commitment#NA 5 0.6
## producer-perceptions of support#High 6 0.8
## producer-perceptions of support#Low 6 0.8
## producer-producer#High 3 0.4
## producer-producer#Low 3 0.4
## producer-response#High 5 0.6
## producer-response#Low 7 0.9
## producer-response#NA 2 0.3
## psychological characteristics-contextual performance#NA 2 0.3
## public service motivation-demographics#High 2 0.3
## public service motivation-demographics#Low 4 0.5
## relational-oriented leader behavior-commitment#High 2 0.3
## relational-oriented leader behavior-commitment#Low 2 0.3
## relational-oriented leader behavior-contextual performance#High 1 0.1
## relational-oriented leader behavior-contextual performance#Low 1 0.1
## relational-oriented leader behavior-focal performance#High 1 0.1
## relational-oriented leader behavior-focal performance#Low 1 0.1
## relational-oriented leader behavior-justice#High 3 0.4
## relational-oriented leader behavior-justice#Low 3 0.4
## relational-oriented leader behavior-response#High 1 0.1
## relational-oriented leader behavior-response#Low 1 0.1
## relational-oriented leader behavior-satisfaction#High 1 0.1
## relational-oriented leader behavior-satisfaction#Low 1 0.1
## relational-oriented leader behavior-task performance#High 2 0.3
## relational-oriented leader behavior-task performance#Low 2 0.3
## relational-oriented leader behavior-team effectiveness#High 1 0.1
## relational-oriented leader behavior-team effectiveness#Low 1 0.1
## relational-oriented leader behavior-Work-family balance#High 4 0.5
## relational-oriented leader behavior-Work-family balance#Low 4 0.5
## relational-oriented leader behavior-Work-family balance#NA 8 1.0
## response-counterproductive behavior#High 1 0.1
## response-counterproductive behavior#Low 1 0.1
## response-justice#High 4 0.5
## response-perceptions of support#High 3 0.4
## response-perceptions of support#Low 3 0.4
## response-producer#High 6 0.8
## response-producer#Low 6 0.8
## response-response#NA 2 0.3
## response-withdraw#High 4 0.5
## response-withdraw#Low 2 0.3
## satisfaction-commitment#High 3 0.4
## satisfaction-commitment#NA 3 0.4
## satisfaction-contextual performance#NA 2 0.3
## satisfaction-focal performance#High 1 0.1
## satisfaction-focal performance#Low 1 0.1
## satisfaction-justice#High 8 1.0
## satisfaction-perceptions of support#High 3 0.4
## satisfaction-perceptions of support#Low 3 0.4
## satisfaction-producer#High 6 0.8
## satisfaction-producer#Low 6 0.8
## satisfaction-response#NA 2 0.3
## satisfaction-task performance#High 1 0.1
## satisfaction-task performance#Low 1 0.1
## Self-enjoyment-contextual performance#High 1 0.1
## Self-enjoyment-contextual performance#Low 1 0.1
## Self-enjoyment-contextual performance#NA 6 0.8
## Social network-contextual performance#NA 2 0.3
## Subjective norm-actual system use#High 1 0.1
## Subjective norm-actual system use#Low 1 0.1
## Subjective norm-contextual performance#NA 2 0.3
## Subjective Well-being-focal performance#High 3 0.4
## Subjective Well-being-focal performance#Low 3 0.4
## task-oriented behavior-team effectiveness#High 1 0.1
## task-oriented behavior-team effectiveness#Low 1 0.1
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#High 6 0.8
## team structure-focal performance#NA 4 0.5
## team structure-team functioning#NA 8 1.0
## value-based and moral leader behavior-commitment#NA 6 0.8
## value-based and moral leader behavior-contextual performance#NA 6 0.8
## value-based and moral leader behavior-Job involvement#NA 2 0.3
## value-based and moral leader behavior-KSAO#NA 2 0.3
## value-based and moral leader behavior-perceptions of support#NA 2 0.3
## value-based and moral leader behavior-task performance#NA 4 0.5
## withdraw-withdraw#High 2 0.3
## withdraw-withdraw#NA 4 0.5
## work-family balance-commitment#High 2 0.3
## work-family balance-Family Satisfaction#High 2 0.3
## work-family balance-focal performance#High 2 0.3
## work-family balance-focal performance#Low 1 0.1
## work-family balance-job involvement#High 2 0.3
## Work-family balance-Job involvement#High 3 0.4
## work-family balance-job involvement#Low 1 0.1
## Work-family balance-Job involvement#Low 3 0.4
## Work-family balance-Life satisfaction#High 1 0.1
## Work-family balance-Life satisfaction#Low 1 0.1
## Work-family balance-Mental health & well-being#High 1 0.1
## Work-family balance-Mental health & well-being#Low 1 0.1
## work-family balance-response#High 3 0.4
## Work-family balance-response#High 4 0.5
## work-family balance-response#Low 1 0.1
## Work-family balance-response#Low 4 0.5
## work-family balance-response#NA 1 0.1
## work-family balance-satisfaction#High 4 0.5
## Work-family balance-satisfaction#High 6 0.8
## work-family balance-satisfaction#Low 1 0.1
## Work-family balance-satisfaction#Low 6 0.8
## work-family balance-satisfaction#NA 1 0.1
## Work-family balance-Work-family balance#High 8 1.0
## Work-family balance-Work-family balance#Low 8 1.0
## ────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 214## TABLE 3b. IB and OB## Frequency Statistics:
## ─────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────
## commitment-general performance#High 2 4.2
## commitment-general performance#Low 1 2.1
## KSAO-non-marketing outcome#NA 8 16.7
## motivation to work-general performance#NA 2 4.2
## non-marketing outcome-behavioural intentions#High 2 4.2
## non-marketing outcome-behavioural intentions#Low 2 4.2
## organizational capability-satisfaction#High 2 4.2
## organizational capability-satisfaction#Low 3 6.2
## perceptions of support-general performance#High 2 4.2
## satisfaction-general performance#High 1 2.1
## satisfaction-general performance#Low 1 2.1
## satisfation-general performance#High 2 4.2
## Service innovation-general performance#NA 4 8.3
## task performance-general performance#High 1 2.1
## task performance-general performance#Low 1 2.1
## withdraw-general performance#High 3 6.2
## withdraw-general performance#Low 3 6.2
## withdraw-general performance#NA 8 16.7
## ─────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 18## TABLE 4i. IB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#High 3 0.7
## Attracting Institutional Factor-Organizational Outcome#Low 3 0.7
## Attracting Institutional Factor-xxxinternal environment#High 1 0.2
## Attracting Institutional Factor-xxxinternal environment#Low 1 0.2
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#High 8 1.8
## Detering Institutional Factor-Organizational Outcome#Low 14 3.2
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-xxxinternal environment#High 1 0.2
## Detering Institutional Factor-xxxinternal environment#Low 2 0.5
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Organizational Outcome-Organizational Outcome#High 8 1.8
## Organizational Outcome-Organizational Outcome#Low 6 1.4
## Organizational Outcome-Organizational Outcome#NA 16 3.6
## xxxinternal environment-organizational outcome#High 1 0.2
## xxxinternal environment-Organizational Outcome#High 108 24.4
## xxxinternal environment-organizational outcome#Low 1 0.2
## xxxinternal environment-Organizational Outcome#Low 88 19.9
## xxxinternal environment-organizational outcome#NA 2 0.5
## xxxinternal environment-Organizational Outcome#NA 116 26.2
## xxxinternal environment-xxxinternal environment#High 10 2.3
## xxxinternal environment-xxxinternal environment#Low 13 2.9
## xxxinternal environment-xxxinternal environment#NA 11 2.5
## ────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 24## TABLE 4o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────
## attitudes-behaviors#High 1 0.1
## attitudes-behaviors#Low 1 0.1
## attitudes-behaviors#NA 2 0.3
## bahaviors-team effectiveness#High 2 0.3
## bahaviors-team effectiveness#NA 4 0.5
## behaviors-behaviors#High 7 0.9
## behaviors-behaviors#Low 3 0.4
## behaviors-behaviors#NA 12 1.5
## behaviors-constructive leadership#High 1 0.1
## behaviors-emerging state#High 2 0.3
## behaviors-motivation#High 2 0.3
## big five-motivation#NA 46 5.8
## constructive leadership-behaviors#High 18 2.3
## constructive leadership-behaviors#Low 4 0.5
## constructive leadership-behaviors#NA 21 2.6
## constructive leadership-constructive leadership#High 2 0.3
## constructive leadership-constructive leadership#Low 4 0.5
## constructive leadership-motivation#High 12 1.5
## constructive leadership-motivation#Low 8 1.0
## constructive leadership-motivation#NA 10 1.3
## constructive leadership-Personal characteristics#NA 2 0.3
## constructive leadership-stress#High 5 0.6
## constructive leadership-stress#Low 1 0.1
## constructive leadership-team effectiveness#High 2 0.3
## constructive leadership-team effectiveness#Low 2 0.3
## constructive leadership-team effectiveness#NA 11 1.4
## Constructive Leadership-well-being#High 4 0.5
## Constructive Leadership-well-being#Low 4 0.5
## Constructive Leadership-well-being#NA 8 1.0
## emerging state-behaviors#NA 2 0.3
## emerging state-team effectiveness#High 2 0.3
## emerging state-team effectiveness#Low 1 0.1
## emerging state-team effectiveness#NA 4 0.5
## leadership-behaviors#High 1 0.1
## leadership-behaviors#Low 1 0.1
## leadership-stress#High 1 0.1
## leadership-stress#Low 1 0.1
## leadership-wellbeing#High 1 0.1
## leadership-wellbeing#Low 1 0.1
## motivation-behaviors#High 35 4.4
## motivation-behaviors#Low 7 0.9
## motivation-behaviors#NA 34 4.3
## motivation-Constructive Leadership#High 1 0.1
## motivation-Constructive Leadership#Low 1 0.1
## motivation-motivation#High 93 11.6
## motivation-motivation#Low 26 3.3
## motivation-motivation#NA 12 1.5
## motivation-personal characteristics#High 2 0.3
## motivation-Personal characteristics#High 4 0.5
## motivation-personal characteristics#Low 4 0.5
## motivation-Personal characteristics#Low 4 0.5
## motivation-stress#High 42 5.3
## motivation-stress#Low 16 2.0
## motivation-stress#NA 15 1.9
## motivation-team effectiveness#High 1 0.1
## motivation-team effectiveness#Low 1 0.1
## motivation-well-being#Low 1 0.1
## motivation-well-being#NA 1 0.1
## Personal characteristics-behaviors#High 1 0.1
## Personal characteristics-behaviors#Low 1 0.1
## personal characteristics-behaviors#NA 2 0.3
## Personal characteristics-behaviors#NA 18 2.3
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#High 13 1.6
## Personal characteristics-motivation#NA 13 1.6
## Personal characteristics-Personal characteristics#High 1 0.1
## personal characteristics-personal characteristics#Low 2 0.3
## Personal characteristics-Personal characteristics#Low 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## Personal characteristics-stress#Low 8 1.0
## stress-behaviors#High 5 0.6
## stress-behaviors#Low 3 0.4
## stress-motivation#High 22 2.8
## stress-motivation#Low 13 1.6
## stress-motivation#NA 5 0.6
## stress-stress#High 14 1.8
## stress-stress#Low 16 2.0
## stress-stress#NA 4 0.5
## team input-behaviors#High 6 0.8
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#NA 4 0.5
## team input-team process#NA 10 1.3
## well-being-behaviors#High 6 0.8
## well-being-behaviors#Low 5 0.6
## well-being-behaviors#NA 6 0.8
## well-being-motivation#High 17 2.1
## well-being-motivation#Low 11 1.4
## well-being-motivation#NA 1 0.1
## well-being-stress#High 7 0.9
## well-being-stress#Low 5 0.6
## well-being-stress#NA 1 0.1
## well-being-well-being#High 12 1.5
## well-being-well-being#Low 10 1.3
## wellbeing-behaviors#High 1 0.1
## wellbeing-behaviors#Low 1 0.1
## wellbeing-stress#High 1 0.1
## wellbeing-stress#Low 1 0.1
## ───────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 97## TABLE 4b. IB and OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#High 1 2.1
## behaviors-Organizational Outcome#Low 1 2.1
## behaviors-Organizational Outcome#NA 4 8.3
## motivation-Organizational Outcome#High 7 14.6
## motivation-Organizational Outcome#Low 2 4.2
## motivation-Organizational Outcome#NA 2 4.2
## Organizational Outcome-attitudes#High 2 4.2
## Organizational Outcome-attitudes#Low 2 4.2
## Personal characteristics-organizational outcome#NA 8 16.7
## team effectiveness-Organizational Outcome#High 3 6.2
## team effectiveness-Organizational Outcome#Low 3 6.2
## team effectiveness-Organizational Outcome#NA 8 16.7
## xxxinternal environment-motivation#High 2 4.2
## xxxinternal environment-motivation#Low 3 6.2
## ──────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 14## TABLE 5i. IB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#Collectivism 1 0.2
## Absorptive capacity(ACAP)-financial performance#Individulism 1 0.2
## Absorptive capacity(ACAP)-Innovation#Collectivism 1 0.2
## Absorptive capacity(ACAP)-Innovation#Individulism 1 0.2
## Aesthetic quality-Perceived value#Collectivism 1 0.2
## Aesthetic quality-Perceived value#Individulism 1 0.2
## alignment mechanism-performance#Collectivism 1 0.2
## alignment mechanism-performance#Individulism 1 0.2
## assest specificity-governance structures#Collectivism 1 0.2
## assest specificity-governance structures#Individulism 1 0.2
## assest specificity-hierarchical governance#Collectivism 1 0.2
## assest specificity-hierarchical governance#Individulism 1 0.2
## assest specificity-relational governance#Collectivism 1 0.2
## assest specificity-relational governance#Individulism 1 0.2
## blockholders-performance#Collectivism 1 0.2
## blockholders-performance#Individulism 1 0.2
## board independence-performance#Collectivism 1 0.2
## board independence-performance#Individulism 1 0.2
## breadth of knowledge sources-Environmental innovation#Collectivism 1 0.2
## breadth of knowledge sources-Environmental innovation#Individulism 1 0.2
## Business planning-Performance#NA 2 0.5
## Business ties-Firm performance#Collectivism 1 0.2
## Business ties-Firm performance#Individulism 1 0.2
## CEO duality-performance#Collectivism 1 0.2
## CEO duality-performance#Individulism 1 0.2
## CEO pay-performance#Collectivism 1 0.2
## CEO pay-performance#Individulism 1 0.2
## Cohesive Networks-Innovation#Collectivism 1 0.2
## Cohesive Networks-Innovation#Individulism 1 0.2
## Cohesive Networks-Innovation#NA 8 1.8
## Contextual distance-international strategic alliances(ISA) performance#Collectivism 2 0.5
## Corporate Reputation-Corporate social performance#Individulism 1 0.2
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Customer Commitment#Individulism 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Loyalty#Individulism 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Trust#Individulism 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Future Financial Performance#Individulism 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#Individulism 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate venturing-Overall performance#Collectivism 1 0.2
## Corporate venturing-Overall performance#Individulism 2 0.5
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#Collectivism 1 0.2
## Cultural differences-Entry strategy#Individulism 2 0.5
## Cultural differences-Overall performance#Collectivism 1 0.2
## Cultural differences-Overall performance#Individulism 2 0.5
## Cultural Distance-Performance#Individulism 4 0.9
## Cultural Distance-Performance#NA 12 2.7
## Customer demand-Environmental innovation#Collectivism 1 0.2
## Customer demand-Environmental innovation#Individulism 1 0.2
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#Collectivism 1 0.2
## Diverse Networks-Innovation#Individulism 1 0.2
## Diverse Networks-Innovation#NA 8 1.8
## Dynamic capabilities-Firm performance#Collectivism 2 0.5
## Dynamic capabilities-Firm performance#Individulism 2 0.5
## Dynamic capabilities-Firm performance#NA 8 1.8
## Efficiency-firm performance#Collectivism 2 0.5
## Efficiency-firm performance#Individulism 3 0.7
## Environmental innovation-organization performance#Collectivism 1 0.2
## Environmental innovation-organization performance#Individulism 1 0.2
## environmental management practices-firm performance#Collectivism 1 0.2
## environmental management practices-firm performance#Individualism 1 0.2
## environmental management practices-firm performance#NA 10 2.3
## Environmental management system(EMS)-Environmental innovation#Collectivism 1 0.2
## Environmental management system(EMS)-Environmental innovation#Individulism 1 0.2
## executive compensation-corporate performance#Collectivism 13 2.9
## executive compensation-corporate performance#Individulism 16 3.6
## Export Market Orientation-Performance-related consequences#Collectivism 1 0.2
## Export Market Orientation-Performance-related consequences#Individulism 1 0.2
## Export Market Orientation-Performance-related consequences#NA 5 1.1
## Export Market Orientation-Strategy-related consequences#Collectivism 1 0.2
## Export Market Orientation-Strategy-related consequences#Individulism 1 0.2
## Export Market Orientation-Strategy-related consequences#NA 5 1.1
## family firms-financial performance#Collectivism 1 0.2
## family firms-financial performance#Individulism 1 0.2
## family firms-financial performance#NA 6 1.4
## family involvement-financial performance#Collectivism 1 0.2
## family involvement-financial performance#Individulism 1 0.2
## family involvement-financial performance#NA 2 0.5
## Firm Capabilities-Export Market Orientation#Collectivism 1 0.2
## Firm Capabilities-Export Market Orientation#Individulism 1 0.2
## Firm Capabilities-Export Market Orientation#NA 5 1.1
## Firm Risk-Corporate Reputation#Individulism 1 0.2
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#Individulism 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## firm size-Environmental innovation#Collectivism 1 0.2
## firm size-Environmental innovation#Individulism 1 0.2
## green innovation-financial performance#NA 2 0.5
## High-performance work practices (HPWPs)-Business Performance#Collectivism 15 3.4
## High-performance work practices (HPWPs)-Business Performance#Individulism 13 2.9
## host country risk-foreign ownership strategy#Collectivism 3 0.7
## host country risk-foreign ownership strategy#Individulism 5 1.1
## host country risk-foreign ownership strategy#NA 4 0.9
## HR practices-firm performance#Collectivism 2 0.5
## HR practices-firm performance#Individulism 2 0.5
## Innovation-firm performance#Collectivism 3 0.7
## Innovation-firm performance#Individulism 3 0.7
## Innovation-Overall performance#Collectivism 1 0.2
## Innovation-Overall performance#Individulism 2 0.5
## innovation-SME performance#Collectivism 1 0.2
## innovation-SME performance#Individulism 1 0.2
## innovation-SME performance#middle 1 0.2
## insitutional investors-performance#Collectivism 1 0.2
## insitutional investors-performance#Individulism 1 0.2
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#Collectivism 1 0.2
## Inter-organizational Trust-Organizational performance#Individulism 1 0.2
## International Business Combination-Firm Performance#Collectivism 1 0.2
## International Business Combination-Firm Performance#Individulism 2 0.5
## Internationalization-family firm performance#Collectivism 1 0.2
## Internationalization-family firm performance#Individulism 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-firm performance#Collectivism 18 4.1
## Internationalization-firm performance#Individulism 14 3.2
## investment mechanism-performance#Collectivism 1 0.2
## investment mechanism-performance#Individulism 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Collectivism 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Individulism 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Leadership-firm performance#Collectivism 1 0.2
## Leadership-firm performance#Individulism 2 0.5
## Long-term institutional ownership-Corporate Reputation#Individulism 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## managerial ownership-performance#Collectivism 1 0.2
## managerial ownership-performance#Individulism 1 0.2
## Managerial ties-Firm performance#Collectivism 1 0.2
## Managerial ties-Firm performance#Individulism 1 0.2
## Market Concentration-Environmental innovation#Collectivism 1 0.2
## Market Concentration-Environmental innovation#Individulism 1 0.2
## Media Visibility-Corporate Reputation#Individulism 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Collectivism 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Individulism 1 0.2
## monitoring mechnism-performance#Collectivism 1 0.2
## monitoring mechnism-performance#Individulism 1 0.2
## Non-VRIN resources-accounting performance#Collectivism 1 0.2
## Non-VRIN resources-accounting performance#Individulism 1 0.2
## Non-VRIN resources-market performance#Collectivism 1 0.2
## Non-VRIN resources-market performance#Individulism 1 0.2
## Non-VRIN resources-performance#Collectivism 1 0.2
## Non-VRIN resources-performance#Individulism 1 0.2
## organizational capabilities-firm performance#Collectivism 2 0.5
## organizational capabilities-firm performance#Individulism 1 0.2
## organizational social capital-firm performance#Collectivism 1 0.2
## organizational social capital-firm performance#Individulism 2 0.5
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#Collectivism 1 0.2
## Political ties-Firm performance#Individulism 1 0.2
## Proactive environmental strategies-Economic performance#Collectivism 1 0.2
## Proactive environmental strategies-Economic performance#Individulism 1 0.2
## Proactive environmental strategies-Environment performance#Collectivism 1 0.2
## Proactive environmental strategies-Environment performance#Individulism 1 0.2
## Productivity Measurement and Enhancement System (ProMES)-productivity#Individulism 4 0.9
## Regulation-Environmental innovation#Collectivism 1 0.2
## Regulation-Environmental innovation#Individulism 1 0.2
## Regulation-Proactive environmental strategies#Collectivism 1 0.2
## Regulation-Proactive environmental strategies#Individulism 1 0.2
## Resource dependence-alliance#Collectivism 1 0.2
## Resource dependence-alliance#Individulism 1 0.2
## Resource dependence-board interlock#Collectivism 1 0.2
## Resource dependence-board interlock#Individulism 1 0.2
## Resource dependence-Interorganizational arrangements#Collectivism 1 0.2
## Resource dependence-Interorganizational arrangements#Individulism 1 0.2
## Resource dependence-joint venture#Collectivism 1 0.2
## Resource dependence-joint venture#Individulism 1 0.2
## Resource dependence-M&A#Collectivism 1 0.2
## Resource dependence-M&A#Individulism 1 0.2
## Resources-accounting performance#Collectivism 1 0.2
## Resources-accounting performance#Individulism 1 0.2
## Resources-market performance#Collectivism 1 0.2
## Resources-market performance#Individulism 1 0.2
## Resources-performance#Collectivism 1 0.2
## Resources-performance#Individulism 1 0.2
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#Collectivism 1 0.2
## Social&Environmental disclosures-Financial profitability#Individulism 1 0.2
## Social&Environmental disclosures-Financial profitability#NA 4 0.9
## Stakeholder norms-Proactive environmental strategies#Collectivism 1 0.2
## Stakeholder norms-Proactive environmental strategies#Individulism 1 0.2
## state ownership-performance#Collectivism 1 0.2
## Strategic performance measurement systems-Financial Performance#Collectivism 1 0.2
## Strategic performance measurement systems-Financial Performance#Individulism 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#Collectivism 1 0.2
## Strategic performance measurement systems-General Performance#Individulism 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-Strategic Capabilities#Collectivism 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#Individulism 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#NA 8 1.8
## Strategic renewal-Overall performance#Collectivism 1 0.2
## Strategic renewal-Overall performance#Individulism 2 0.5
## Subsidy-Environmental innovation#Collectivism 1 0.2
## Subsidy-Environmental innovation#Individulism 1 0.2
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#Collectivism 1 0.2
## technological capabilities-Environmental innovation#Individulism 1 0.2
## VC investments-VC funded firm performance#NA 2 0.5
## VRIN resources-accounting performance#Collectivism 1 0.2
## VRIN resources-accounting performance#Individulism 1 0.2
## VRIN resources-market performance#Collectivism 1 0.2
## VRIN resources-market performance#Individulism 1 0.2
## VRIN resources-performance#Collectivism 1 0.2
## VRIN resources-performance#Individulism 1 0.2
## ───────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#Collectivism 1 0.1
## abusive supervision-Emotional exhaustion#Individulism 1 0.1
## abusive supervision-Job satisfaction#Collectivism 1 0.1
## abusive supervision-Job satisfaction#Individulism 1 0.1
## abusive supervision-OCBI#Collectivism 1 0.1
## abusive supervision-OCBI#Individulism 1 0.1
## abusive supervision-OCBO#Collectivism 1 0.1
## abusive supervision-OCBO#Individulism 1 0.1
## abusive supervision-organization directed deviance#Collectivism 1 0.1
## abusive supervision-organization directed deviance#Individulism 1 0.1
## abusive supervision-organizational citizenship behavior#Collectivism 1 0.1
## abusive supervision-organizational citizenship behavior#Individulism 1 0.1
## abusive supervision-Procedural justice#Collectivism 1 0.1
## abusive supervision-Procedural justice#Individulism 1 0.1
## abusive supervision-Subordinate work performance#Collectivism 1 0.1
## abusive supervision-Subordinate work performance#Individulism 1 0.1
## abusive supervision-Supervisor-directed deviance#Collectivism 1 0.1
## abusive supervision-Supervisor-directed deviance#Individulism 1 0.1
## abusive supervision-Turnover intention#Collectivism 1 0.1
## abusive supervision-Turnover intention#Individulism 1 0.1
## abusive supervision-Voice#Collectivism 1 0.1
## abusive supervision-Voice#Individulism 1 0.1
## Affective commitment-Organizational citizenship behavior#Collectivism 1 0.1
## Affective commitment-Organizational citizenship behavior#Individulism 1 0.1
## Affective commitment to change-Continuance commitment to change#Collectivism 1 0.1
## Affective commitment to change-Continuance commitment to change#Individulism 1 0.1
## Affective commitment to change-Normative commitment to change#Collectivism 1 0.1
## Affective commitment to change-Normative commitment to change#Individulism 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#Individulism 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#Individulism 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#Individulism 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Age-Affective Commitment to the Organization#Individulism 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#Individulism 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#Individulism 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Agreeableness-Affective commitment#Collectivism 1 0.1
## Agreeableness-Affective commitment#Individulism 1 0.1
## Agreeableness-Continuance commitment#Collectivism 1 0.1
## Agreeableness-Continuance commitment#Individulism 1 0.1
## Agreeableness-Normative commitment#Collectivism 1 0.1
## Agreeableness-Normative commitment#Individulism 1 0.1
## Agreeableness-Overall/attitudinal commitment#Collectivism 1 0.1
## Agreeableness-Overall/attitudinal commitment#Individulism 1 0.1
## Anticipated pay increase/promotion-knowledge sharing#Collectivism 1 0.1
## Anticipated pay increase/promotion-knowledge sharing#Individulism 1 0.1
## collective attitudes/perception-Collective turnover#Collectivism 2 0.3
## collective attitudes/perception-Collective turnover#Individulism 3 0.4
## collective attitudes/perception-Collective turnover#NA 2 0.3
## Communication-knowledge sharing#Collectivism 1 0.1
## Communication-knowledge sharing#Individulism 1 0.1
## Competitive goal interdependence-open-minded discussion#Collectivism 1 0.1
## Competitive goal interdependence-open-minded discussion#Individulism 1 0.1
## Congruence-Satisfaction#Individulism 2 0.3
## Conscientiousness-Affective commitment#Collectivism 1 0.1
## Conscientiousness-Affective commitment#Individulism 1 0.1
## Conscientiousness-Continuance commitment#Collectivism 1 0.1
## Conscientiousness-Continuance commitment#Individulism 1 0.1
## Conscientiousness-Normative commitment#Collectivism 1 0.1
## Conscientiousness-Normative commitment#Individulism 1 0.1
## Conscientiousness-Overall/attitudinal commitment#Collectivism 1 0.1
## Conscientiousness-Overall/attitudinal commitment#Individulism 1 0.1
## Continuance commitment-Organizational citizenship behavior#Collectivism 1 0.1
## Continuance commitment-Organizational citizenship behavior#Individulism 1 0.1
## Continuance commitment to change-Normative commitment to change#Collectivism 1 0.1
## Continuance commitment to change-Normative commitment to change#Individulism 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#Individulism 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#Individulism 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#Individulism 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#Individulism 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#Individulism 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Cooperative goal interdependence-open-minded discussion#Collectivism 1 0.1
## Cooperative goal interdependence-open-minded discussion#Individulism 1 0.1
## creativity-innovation#Collectivism 1 0.1
## creativity-innovation#Individulism 1 0.1
## creativity-innovation#NA 4 0.5
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#Individulism 1 0.1
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#Individulism 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#Individulism 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Emotional Exhaustion-Job Control#Collectivism 1 0.1
## Emotional Exhaustion-Job Control#Individulism 5 0.6
## Emotional Exhaustion-Job demands #Collectivism 1 0.1
## Emotional Exhaustion-Job demands #Individulism 5 0.6
## Emotional exhaustion-turnover intention#Collectivism 1 0.1
## Emotional exhaustion-turnover intention#Individulism 1 0.1
## Emotional Exhaustion-workplace Support#Collectivism 1 0.1
## Emotional Exhaustion-workplace Support#Individulism 5 0.6
## Emotional Intelligence-Entrepreneurial intention#Collectivism 1 0.1
## Emotional Intelligence-Entrepreneurial intention#Individulism 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Job Performance#Collectivism 1 0.1
## Emotional Intelligence-Job Performance#Individulism 1 0.1
## Emotional Intelligence-Job Performance#NA 6 0.8
## Emotional Stability-Affective commitment#Collectivism 1 0.1
## Emotional Stability-Affective commitment#Individulism 1 0.1
## Emotional Stability-Continuance commitment#Collectivism 1 0.1
## Emotional Stability-Continuance commitment#Individulism 1 0.1
## Emotional Stability-Normative commitment#Collectivism 1 0.1
## Emotional Stability-Normative commitment#Individulism 1 0.1
## Emotional Stability-Overall/attitudinal commitment#Collectivism 1 0.1
## Emotional Stability-Overall/attitudinal commitment#Individulism 1 0.1
## Extraversion-Affective commitment#Collectivism 1 0.1
## Extraversion-Affective commitment#Individulism 1 0.1
## Extraversion-Continuance commitment#Collectivism 2 0.3
## Extraversion-Continuance commitment#Individulism 2 0.3
## Extraversion-Normative commitment#Collectivism 1 0.1
## Extraversion-Normative commitment#Individulism 1 0.1
## Extraversion-Overall/attitudinal commitment#Collectivism 1 0.1
## Extraversion-Overall/attitudinal commitment#Individulism 1 0.1
## fairness-affective organizational commitment#Collectivism 1 0.1
## fairness-affective organizational commitment#Individulism 1 0.1
## Family-Work Enrichment-Job Satisfaction#Collectivism 1 0.1
## Family-Work Enrichment-Job Satisfaction#Individulism 1 0.1
## Gender-Affective Commitment to the Organization#Individulism 1 0.1
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#Individulism 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-depersonalization#Individulism 4 0.5
## Gender-Emotional exhaustion#Individulism 4 0.5
## Gender-entrepreneurial intention#Individulism 2 0.3
## Gender-Normative Commitment to the Organization#Individulism 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender Differences-Negotiation Performance#Collectivism 1 0.1
## Gender Differences-Negotiation Performance#Individulism 1 0.1
## Gender Differences-Negotiation Performance#middle 1 0.1
## Gender Differences-Negotiation Performance#NA 9 1.1
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#Collectivism 1 0.1
## Idiosyncratic deals-Affective commitment#Individulism 1 0.1
## Idiosyncratic deals-Age#Collectivism 1 0.1
## Idiosyncratic deals-Age#Individulism 1 0.1
## Idiosyncratic deals-Education#Collectivism 1 0.1
## Idiosyncratic deals-Education#Individulism 1 0.1
## Idiosyncratic deals-Female#Collectivism 1 0.1
## Idiosyncratic deals-Female#Individulism 1 0.1
## Idiosyncratic deals-Job satisfaction#Collectivism 1 0.1
## Idiosyncratic deals-Job satisfaction#Individulism 1 0.1
## Idiosyncratic deals-LMX#Collectivism 1 0.1
## Idiosyncratic deals-LMX#Individulism 1 0.1
## Idiosyncratic deals-Organizational tenure#Collectivism 1 0.1
## Idiosyncratic deals-Organizational tenure#Individulism 1 0.1
## Idiosyncratic deals-perceived organizational support#Collectivism 1 0.1
## Idiosyncratic deals-perceived organizational support#Individulism 1 0.1
## Idiosyncratic deals-Proactive personality#Collectivism 1 0.1
## Idiosyncratic deals-Proactive personality#Individulism 1 0.1
## Idiosyncratic deals-Turnover intention#Collectivism 1 0.1
## Idiosyncratic deals-Turnover intention#Individulism 1 0.1
## Independent goal interdependence-open-minded discussion#Collectivism 1 0.1
## Independent goal interdependence-open-minded discussion#Individulism 1 0.1
## Intra-organizational Trust-Individual performance#Collectivism 1 0.1
## Intra-organizational Trust-Individual performance#Individulism 1 0.1
## Intra-organizational Trust-Team performance#Collectivism 1 0.1
## Intra-organizational Trust-Team performance#Individulism 1 0.1
## Job Control-(reduced) personal accomplishment#NA 2 0.3
## Job Control-depersonalisation#NA 2 0.3
## Job Control-emotional exhaustion#NA 2 0.3
## Job Control-workplace Support#Collectivism 1 0.1
## Job Control-workplace Support#Individulism 5 0.6
## Job demands -Job Control#Collectivism 1 0.1
## Job demands -Job Control#Individulism 5 0.6
## Job demands -workplace Support#Collectivism 1 0.1
## Job demands -workplace Support#Individulism 5 0.6
## Job satisfaction-Job Control#Collectivism 1 0.1
## Job satisfaction-Job Control#Individulism 5 0.6
## Job satisfaction-Job demands #Collectivism 1 0.1
## Job satisfaction-Job demands #Individulism 5 0.6
## Job satisfaction-Organizational Justice#Collectivism 1 0.1
## Job satisfaction-Organizational Justice#Individulism 1 0.1
## Job satisfaction-Procedural justice#Collectivism 1 0.1
## Job satisfaction-Procedural justice#Individulism 1 0.1
## Job satisfaction-turnover intention#Collectivism 1 0.1
## Job satisfaction-turnover intention#Individulism 1 0.1
## Job satisfaction-workplace Support#Collectivism 1 0.1
## Job satisfaction-workplace Support#Individulism 5 0.6
## leader-member exchange-family-work enrichment#Collectivism 1 0.1
## leader-member exchange-family-work enrichment#Individulism 1 0.1
## leader-member exchange-family-work enrichment#NA 2 0.3
## leader-member exchange-Family interference with work#Collectivism 1 0.1
## leader-member exchange-Family interference with work#Individulism 1 0.1
## leader-member exchange-Family interference with work#NA 2 0.3
## leader-member exchange-Work-family enrichment#Collectivism 1 0.1
## leader-member exchange-Work-family enrichment#Individulism 1 0.1
## leader-member exchange-Work-family enrichment#NA 2 0.3
## leader-member exchange-Work interference with family#Collectivism 1 0.1
## leader-member exchange-Work interference with family#Individulism 1 0.1
## leader-member exchange-Work interference with family#NA 2 0.3
## Leader–Member Exchange-Distributive justice#Collectivism 1 0.1
## Leader–Member Exchange-Distributive justice#Individulism 1 0.1
## Leader–Member Exchange-Interactional justice#Collectivism 1 0.1
## Leader–Member Exchange-Interactional justice#Individulism 1 0.1
## Leader–Member Exchange-Organizational citizenship behavior#Collectivism 1 0.1
## Leader–Member Exchange-Organizational citizenship behavior#Individulism 1 0.1
## Leader–Member Exchange-Procedural justice#Collectivism 1 0.1
## Leader–Member Exchange-Procedural justice#Individulism 1 0.1
## Leader–Member Exchange-Task performance#Collectivism 1 0.1
## Leader–Member Exchange-Task performance#Individulism 1 0.1
## Leader Member Exchange-Affective commitment#Collectivism 1 0.1
## Leader Member Exchange-Affective commitment#Individulism 1 0.1
## Leader Member Exchange-Job satisfaction#Collectivism 1 0.1
## Leader Member Exchange-Job satisfaction#Individulism 1 0.1
## Leader Member Exchange-Normative commitment#Collectivism 1 0.1
## Leader Member Exchange-Normative commitment#Individulism 1 0.1
## Leader Member Exchange-Turnover intention#Collectivism 1 0.1
## Leader Member Exchange-Turnover intention#Individulism 1 0.1
## leader mistreatment-counterproductive work behavior#NA 2 0.3
## leader mistreatment-self-regulatory capacity impairment#NA 2 0.3
## leader mistreatment-state negative affect#NA 2 0.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#Collectivism 1 0.1
## Negative family-to-work spillover-Home support#Individulism 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Collectivism 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Individulism 1 0.1
## Negative family-to-work spillover-Support from work#Collectivism 1 0.1
## Negative family-to-work spillover-Support from work#Individulism 1 0.1
## Negative family-to-work spillover-Work strain#Collectivism 1 0.1
## Negative family-to-work spillover-Work strain#Individulism 1 0.1
## Negative work-to-family spillover-Home/family strain#Collectivism 1 0.1
## Negative work-to-family spillover-Home/family strain#Individulism 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Collectivism 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Individulism 1 0.1
## Negative work-to-family spillover-Life satisfaction#Collectivism 1 0.1
## Negative work-to-family spillover-Life satisfaction#Individulism 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Collectivism 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Individulism 1 0.1
## Negative work-to-family spillover-Support from work#Collectivism 1 0.1
## Negative work-to-family spillover-Support from work#Individulism 1 0.1
## Negative work-to-family spillover-Work engagement#Collectivism 1 0.1
## Negative work-to-family spillover-Work engagement#Individulism 1 0.1
## Negative work-to-family spillover-Work strain#Collectivism 1 0.1
## Negative work-to-family spillover-Work strain#Individulism 1 0.1
## Neuroticism-achievement motivation#NA 4 0.5
## Normative commitment-Organizational citizenship behavior#Collectivism 1 0.1
## Normative commitment-Organizational citizenship behavior#Individulism 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#Individulism 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#Individulism 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#Individulism 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#Individulism 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Collectivism 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Individulism 1 0.1
## Occupational commitment-Affective Commitment to the Organization#Individulism 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## open-minded discussion-Commitment#Collectivism 1 0.1
## open-minded discussion-Commitment#Individulism 1 0.1
## open-minded discussion-Creativity#Collectivism 1 0.1
## open-minded discussion-Creativity#Individulism 1 0.1
## open-minded discussion-LMX#Collectivism 1 0.1
## open-minded discussion-Performance#Collectivism 1 0.1
## open-minded discussion-Performance#Individulism 1 0.1
## open-minded discussion-Relationship quality#Collectivism 1 0.1
## open-minded discussion-Relationship quality#Individulism 1 0.1
## Openness to Experience-Affective commitment#Collectivism 1 0.1
## Openness to Experience-Affective commitment#Individulism 1 0.1
## Openness to Experience-Continuance commitment#Collectivism 1 0.1
## Openness to Experience-Continuance commitment#Individulism 1 0.1
## Openness to Experience-Normative commitment#Collectivism 1 0.1
## Openness to Experience-Normative commitment#Individulism 1 0.1
## Openness to Experience-Overall/attitudinal commitment#Collectivism 1 0.1
## Openness to Experience-Overall/attitudinal commitment#Individulism 1 0.1
## Organization tenure-Affective Commitment to the Organization#Individulism 1 0.1
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#Individulism 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#Individulism 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organizational commitment-Organizational citizenship behavior#Collectivism 1 0.1
## Organizational commitment-Organizational citizenship behavior#Individulism 1 0.1
## Organizational commitment-Organizational Justice#Collectivism 1 0.1
## Organizational commitment-Organizational Justice#Individulism 1 0.1
## Organizational commitment-Procedural justice#Collectivism 1 0.1
## Organizational commitment-Procedural justice#Individulism 1 0.1
## Organizational commitment-turnover intention#Collectivism 1 0.1
## Organizational commitment-turnover intention#Individulism 1 0.1
## Organizational support-Affective Commitment to the Organization#Individulism 1 0.1
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#Individulism 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#Individulism 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Outcome interdependence-Overall team performance#Collectivism 1 0.1
## Outcome interdependence-Overall team performance#Individulism 1 0.1
## Outcome interdependence-Relational team functioning#Collectivism 1 0.1
## Outcome interdependence-Relational team functioning#Individulism 1 0.1
## Outcome interdependence-Task-focused team functioning#Collectivism 1 0.1
## Outcome interdependence-Task-focused team functioning#Individulism 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#Individulism 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#Individulism 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#Individulism 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall Role Stress-affective commitment#Collectivism 1 0.1
## Overall Role Stress-affective commitment#Individulism 1 0.1
## Perceived organizational support-Affective commitment#Collectivism 1 0.1
## Perceived organizational support-Affective commitment#Individulism 1 0.1
## Perceived organizational support-Job involvement#Collectivism 1 0.1
## Perceived organizational support-Job involvement#Individulism 1 0.1
## Perceived organizational support-Job satisfaction#Collectivism 1 0.1
## Perceived organizational support-Job satisfaction#Individulism 1 0.1
## Perceived organizational support-Normative commitment#Collectivism 1 0.1
## Perceived organizational support-Normative commitment#Individulism 1 0.1
## Perceived organizational support-Organizational citizenship behavior#Collectivism 1 0.1
## Perceived organizational support-Organizational citizenship behavior#Individulism 1 0.1
## Perceived organizational support-Task performance#Collectivism 1 0.1
## Perceived organizational support-Task performance#Individulism 1 0.1
## Perceived organizational support-turnover intention#Collectivism 1 0.1
## Perceived organizational support-Turnover intention#Collectivism 1 0.1
## Perceived organizational support-turnover intention#Individulism 1 0.1
## Perceived organizational support-Turnover intention#Individulism 1 0.1
## Perceived overqualification-job performance#NA 2 0.3
## Perceived overqualification-Job Satisfaction#NA 2 0.3
## Perceived overqualification-Organizational Commitment#NA 2 0.3
## Perceived overqualification-Overall job performance#NA 2 0.3
## Perceived overqualification-Turnover intention#NA 2 0.3
## Perceived supervisor support-turnover intention#Collectivism 1 0.1
## Perceived supervisor support-turnover intention#Individulism 1 0.1
## perceptions of unfairness-absences#Individulism 1 0.1
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-burnout#Individulism 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-mental health#Individulism 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-negative state#Individulism 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-Stress#Individulism 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## Person-focused leader behaviors-Subjective team performance#Collectivism 1 0.1
## Person-focused leader behaviors-Subjective team performance#Individulism 3 0.4
## Person-focused leadership-Team Effectiveness#NA 2 0.3
## Person–Group (P–G) Fit-Intent to quit#Collectivism 5 0.6
## Person–Group (P–G) Fit-Intent to quit#Individulism 1 0.1
## Person–Group (P–G) Fit-Job performance#Collectivism 5 0.6
## Person–Group (P–G) Fit-Job performance#Individulism 1 0.1
## Person–Group (P–G) Fit-Job satisfaction#Collectivism 6 0.8
## Person–Group (P–G) Fit-Job satisfaction#Individulism 1 0.1
## Person–Group (P–G) Fit-Organizational commitment#Collectivism 4 0.5
## Person–Group (P–G) Fit-Organizational commitment#Individulism 1 0.1
## Person–Job (P–J) Fit-Intent to quit#Collectivism 5 0.6
## Person–Job (P–J) Fit-Intent to quit#Individulism 2 0.3
## Person–Job (P–J) Fit-Job performance#Collectivism 5 0.6
## Person–Job (P–J) Fit-Job performance#Individulism 1 0.1
## Person–Job (P–J) Fit-Job satisfaction#Collectivism 6 0.8
## Person–Job (P–J) Fit-Job satisfaction#Individulism 3 0.4
## Person–Job (P–J) Fit-Organizational commitment#Collectivism 6 0.8
## Person–Job (P–J) Fit-Organizational commitment#Individulism 3 0.4
## Person–Organization (P–O) Fit-Intent to quit#Collectivism 7 0.9
## Person–Organization (P–O) Fit-Intent to quit#Individulism 3 0.4
## Person–Organization (P–O) Fit-Job performance#Collectivism 5 0.6
## Person–Organization (P–O) Fit-Job performance#Individulism 1 0.1
## Person–Organization (P–O) Fit-Job satisfaction#Collectivism 7 0.9
## Person–Organization (P–O) Fit-Job satisfaction#Individulism 4 0.5
## Person–Organization (P–O) Fit-Organizational commitment#Collectivism 7 0.9
## Person–Organization (P–O) Fit-Organizational commitment#Individulism 4 0.5
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#Individulism 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#Collectivism 3 0.4
## Person–Supervisor (P–S) Fit-Intent to quit#Individulism 7 0.9
## Person–Supervisor (P–S) Fit-Job performance#Collectivism 3 0.4
## Person–Supervisor (P–S) Fit-Job performance#Individulism 1 0.1
## Person–Supervisor (P–S) Fit-Job satisfaction#Collectivism 4 0.5
## Person–Supervisor (P–S) Fit-Job satisfaction#Individulism 1 0.1
## Person–Supervisor (P–S) Fit-Organizational commitment#Collectivism 4 0.5
## Person–Supervisor (P–S) Fit-Organizational commitment#Individulism 1 0.1
## personnel changes-Collective turnover#Collectivism 2 0.3
## personnel changes-Collective turnover#Individulism 2 0.3
## personnel changes-Collective turnover#NA 2 0.3
## Place attachment-Pro-environmental behaviour#Collectivism 1 0.1
## Place attachment-Pro-environmental behaviour#Individulism 1 0.1
## Position tenure-Affective Commitment to the Organization#Individulism 1 0.1
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Positive family-to-work spillover-Autonomy#Collectivism 1 0.1
## Positive family-to-work spillover-Autonomy#Individulism 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Collectivism 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Individulism 1 0.1
## Positive family-to-work spillover-Support from home#Collectivism 1 0.1
## Positive family-to-work spillover-Support from home#Individulism 1 0.1
## Positive family-to-work spillover-Support from work#Collectivism 1 0.1
## Positive family-to-work spillover-Support from work#Individulism 1 0.1
## Positive family-to-work spillover-Work engagement#Collectivism 1 0.1
## Positive family-to-work spillover-Work engagement#Individulism 1 0.1
## Positive family-to-work spillover-Work strain#Collectivism 1 0.1
## Positive family-to-work spillover-Work strain#Individulism 1 0.1
## Positive work-to-family spillover-Autonomy#Collectivism 1 0.1
## Positive work-to-family spillover-Autonomy#Individulism 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Collectivism 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Individulism 1 0.1
## Positive work-to-family spillover-Support from home#Collectivism 1 0.1
## Positive work-to-family spillover-Support from home#Individulism 1 0.1
## Positive work-to-family spillover-Support from work#Collectivism 1 0.1
## Positive work-to-family spillover-Support from work#Individulism 1 0.1
## Positive work-to-family spillover-Work engagement#Collectivism 1 0.1
## Positive work-to-family spillover-Work engagement#Individulism 1 0.1
## Positive work-to-family spillover-Work strain#Collectivism 1 0.1
## Positive work-to-family spillover-Work strain#Individulism 1 0.1
## public service motivation-age#Collectivism 1 0.1
## public service motivation-age#Individulism 2 0.3
## public service motivation-gender#Collectivism 1 0.1
## public service motivation-gender#Individulism 2 0.3
## Reciprocity-Knowledge sharing#NA 8 1.0
## Rewards-Knowledge sharing#NA 8 1.0
## Role ambiguity-Affective Commitment to the Organization#Individulism 1 0.1
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role Ambiguity-affective commitment#Collectivism 1 0.1
## Role Ambiguity-affective commitment#Individulism 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#Individulism 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-depression#Collectivism 1 0.1
## Role ambiguity-depression#Individulism 2 0.3
## Role ambiguity-Normative Commitment to the Organization#Individulism 1 0.1
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#Individulism 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role Conflict-affective commitment#Collectivism 1 0.1
## Role Conflict-affective commitment#Individulism 1 0.1
## Role conflict-Continuance Commitment to the Organization#Individulism 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-depression#Collectivism 1 0.1
## Role conflict-depression#Individulism 2 0.3
## Role conflict-turnover intention#Collectivism 1 0.1
## Role conflict-turnover intention#Individulism 1 0.1
## Role Overload-affective commitment#Collectivism 1 0.1
## Role Overload-affective commitment#Individulism 1 0.1
## Romance of Leadership-perception of transformational/charismatic leadership#Collectivism 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#Individulism 4 0.5
## Self-efficacy-Knowledge sharing#NA 8 1.0
## Self-enjoyment-Knowledge sharing#NA 8 1.0
## self-regulatory capacity impairment-counterproductive work behavior#NA 2 0.3
## Servant leadership-OCB#Collectivism 1 0.1
## Servant leadership-OCB#Individulism 1 0.1
## Servant leadership-OCB#NA 4 0.5
## Servant leadership-Organizational commitment#Collectivism 1 0.1
## Servant leadership-Organizational commitment#Individulism 1 0.1
## Servant leadership-Organizational commitment#NA 4 0.5
## Servant leadership-Performance#NA 4 0.5
## Servant leadership-Psychological capital#NA 2 0.3
## Servant leadership-Service climate#NA 2 0.3
## Servant leadership-Work engagement#NA 2 0.3
## Social network-knowledge sharing#Collectivism 1 0.1
## Social network-knowledge sharing#Individulism 1 0.1
## Social trust-knowledge sharing#Collectivism 1 0.1
## Social trust-knowledge sharing#Individulism 1 0.1
## state negative affect-counterproductive work behavior#NA 2 0.3
## state negative affect-self-regulatory capacity impairment#NA 2 0.3
## subjective norm-actual system use#Collectivism 1 0.1
## subjective norm-actual system use#Individulism 1 0.1
## Subjective norm-knowledge sharing#Collectivism 1 0.1
## Subjective norm-knowledge sharing#Individulism 1 0.1
## Subjective Well-being-Job Performance#Collectivism 2 0.3
## Subjective Well-being-Job Performance#Individulism 4 0.5
## supervisor transformational leadership-Individual-level employee innovation#NA 11 1.4
## supervisor transformational leadership-Team-level employee innovation#NA 11 1.4
## Task interdependence-Overall team performance#Collectivism 1 0.1
## Task interdependence-Overall team performance#Individulism 1 0.1
## Task interdependence-Relational team functioning#Collectivist 1 0.1
## Task interdependence-Relational team functioning#Individualistic 1 0.1
## Task interdependence-Task-focused team functioning#Collectivism 1 0.1
## Task interdependence-Task-focused team functioning#Individulism 1 0.1
## Tasked-focused leadership-Team Effectiveness#NA 2 0.3
## Transformational Leadership-Commitment to change#Collectivism 1 0.1
## Transformational Leadership-Commitment to change#Individulism 1 0.1
## Transformational Leadership-Support for change#Collectivism 1 0.1
## Transformational Leadership-Support for change#Individulism 1 0.1
## Trust-Organizational Justice#Collectivism 1 0.1
## Trust-Organizational Justice#Individulism 1 0.1
## Trust-Procedural justice#Collectivism 1 0.1
## Trust-Procedural justice#Individulism 1 0.1
## Turnover intention-Organizational Justice#Collectivism 1 0.1
## Turnover intention-Organizational Justice#Individulism 1 0.1
## Turnover intention-Procedural justice#Collectivism 1 0.1
## Turnover intention-Procedural justice#Individulism 1 0.1
## Turnover intention-Turnover behavior#Collectivism 3 0.4
## Turnover intention-Turnover behavior#Individulism 3 0.4
## Work-Family Enrichment-Family Satisfaction#Collectivism 1 0.1
## Work-Family Enrichment-Family Satisfaction#Individulism 1 0.1
## Work-Family Enrichment-Job Performance#Collectivism 1 0.1
## Work-Family Enrichment-Job Performance#Individulism 2 0.3
## Work-Family Enrichment-Job Satisfaction#Collectivism 1 0.1
## Work-Family Enrichment-Job Satisfaction#Individulism 2 0.3
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Organization Commitment#Collectivism 1 0.1
## Work-Family Enrichment-Organization Commitment#Individulism 1 0.1
## Work-Family Enrichment-Psychological Distress#Individulism 2 0.3
## Work-Family Enrichment-Turnover Intention#Collectivism 1 0.1
## Work-Family Enrichment-Turnover Intention#Individulism 1 0.1
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Work Engagement#Collectivism 1 0.1
## Work-Family Enrichment-Work Engagement#Individulism 2 0.3
## ────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 505## TABLE 5b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#Collectivism 1 2.1
## Aesthetic quality-Behavioural intentions#Individulism 1 2.1
## Collective Employee Turnover-Organizational Performance#Collectivism 2 4.2
## Collective Employee Turnover-Organizational Performance#Individulism 3 6.2
## Collective Employee Turnover-Organizational Performance#NA 2 4.2
## collective turnover-Organizational performance#Collectivism 2 4.2
## collective turnover-Organizational performance#Individulism 3 6.2
## collective turnover-Organizational performance#NA 2 4.2
## Contractual governance-Trust#Collectivism 2 4.2
## Contractual governance-Trust#Individulism 3 6.2
## Core product quality-Behavioural intentions#Collectivism 1 2.1
## Core product quality-Behavioural intentions#Individulism 1 2.1
## Emotional intelligence-service quality#NA 8 16.7
## Employee performance-firm performance#Individulism 2 4.2
## Employee satisfaction-firm performance#Collectivism 1 2.1
## Employee satisfaction-firm performance#Individulism 1 2.1
## Entrepreneurial Self Efficacy-Firm Performance#Collectivism 1 2.1
## Entrepreneurial Self Efficacy-Firm Performance#Individulism 1 2.1
## Intra-organizational Trust-Organizational performance#Collectivism 1 2.1
## Intra-organizational Trust-Organizational performance#Individulism 1 2.1
## Management support-firm performance#Collectivism 1 2.1
## Management support-firm performance#Individulism 1 2.1
## Organizational commitment-firm performance#Collectivism 1 2.1
## Organizational commitment-firm performance#Individulism 2 4.2
## Service innovation-Firm performance#NA 4 8.3
## ────────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 25## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#Collectivism 2 0.5
## Attracting Economic Institutional Factor-innovation#Individulism 2 0.5
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#Collectivism 1 0.2
## Attracting Societal Institutional Factor-innovation#Individulism 1 0.2
## Attracting Societal Institutional Factor-strategic process#Collectivism 1 0.2
## Attracting Societal Institutional Factor-strategic process#Individulism 1 0.2
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#Collectivism 1 0.2
## Detering Economic Institutional Factor-innovation#Individulism 1 0.2
## Detering Economic Institutional Factor-organizational resource#Individulism 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-strategic process#Collectivism 1 0.2
## Detering Economic Institutional Factor-strategic process#Individulism 1 0.2
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#Collectivism 3 0.7
## Detering Societal Institutional Factor-general performance#Individulism 6 1.4
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-internationalization#Collectivism 4 0.9
## Detering Societal Institutional Factor-internationalization#Individulism 7 1.6
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Innovation-general performance#Collectivism 4 0.9
## Innovation-general performance#Individulism 5 1.1
## Internationalization-general performance#Collectivism 2 0.5
## Internationalization-general performance#Individulism 3 0.7
## Internationalization-general performance#NA 5 1.1
## Internationalization-non-marketing outcome#Collectivism 1 0.2
## Internationalization-non-marketing outcome#Individulism 1 0.2
## Internationalization-non-marketing outcome#NA 5 1.1
## non-marketing outcome-non-marketing outcome#Collectivism 1 0.2
## non-marketing outcome-non-marketing outcome#Individulism 1 0.2
## organizational capability-general performance#Collectivism 8 1.8
## organizational capability-general performance#Individulism 8 1.8
## organizational capability-general performance#middle 1 0.2
## organizational capability-general performance#NA 8 1.8
## organizational capability-innovation#Collectivism 2 0.5
## organizational capability-innovation#Individulism 2 0.5
## organizational capability-internationalization#Collectivism 1 0.2
## organizational capability-internationalization#Individulism 1 0.2
## organizational capability-internationalization#NA 5 1.1
## organizational capability-marketing outcome#Collectivism 1 0.2
## organizational capability-marketing outcome#Individulism 1 0.2
## organizational capability-marketing outcome#NA 2 0.5
## organizational resource-general performance#Collectivism 12 2.7
## organizational resource-general performance#Individulism 13 2.9
## organizational resource-general performance#NA 12 2.7
## organizational resource-innovation#Collectivism 4 0.9
## organizational resource-innovation#Individulism 4 0.9
## organizational resource-innovation#NA 4 0.9
## organizational resource-Innovation#NA 12 2.7
## organizational resource-marketing outcome#Collectivism 5 1.1
## organizational resource-marketing outcome#Individulism 7 1.6
## organizational resource-marketing outcome#NA 10 2.3
## organizational resource-non-marketing outcome#Individulism 4 0.9
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-organizational capability#Collectivism 3 0.7
## organizational resource-organizational capability#Individulism 3 0.7
## organizational resource-organizational resource#Individulism 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## strategic orientation-general performance#Collectivism 3 0.7
## strategic orientation-general performance#Individulism 6 1.4
## strategic orientation-strategic process#Collectivism 6 1.4
## strategic orientation-strategic process#Individulism 6 1.4
## strategic process-general performance#Collectivism 60 13.6
## strategic process-general performance#Individulism 56 12.7
## strategic process-general performance#NA 22 5.0
## strategic process-innovation#Collectivism 1 0.2
## strategic process-innovation#Individulism 1 0.2
## strategic process-marketing outcome#Collectivism 3 0.7
## strategic process-marketing outcome#Individulism 3 0.7
## strategic process-marketing outcome#NA 14 3.2
## strategic process-non-marketing outcome#Collectivism 1 0.2
## strategic process-non-marketing outcome#Individulism 5 1.1
## strategic process-organizational capability#Collectivism 1 0.2
## strategic process-organizational capability#Individulism 1 0.2
## strategic process-organizational capability#NA 8 1.8
## strategy process-general performance#Collectivism 1 0.2
## strategy process-general performance#Individualism 1 0.2
## strategy process-general performance#NA 10 2.3
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 79## TABLE 3o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#Collectivism 4 0.5
## abusive supervision-contextual performance#Individulism 4 0.5
## abusive supervision-counterproductive behavior#Collectivism 2 0.3
## abusive supervision-counterproductive behavior#Individulism 2 0.3
## abusive supervision-focal performance#Collectivism 1 0.1
## abusive supervision-focal performance#Individulism 1 0.1
## abusive supervision-justice#Collectivism 1 0.1
## abusive supervision-justice#Individulism 1 0.1
## abusive supervision-response#Collectivism 2 0.3
## abusive supervision-response#Individulism 2 0.3
## abusive supervision-satisfaction#Collectivism 1 0.1
## abusive supervision-satisfaction#Individulism 1 0.1
## Agreeableness-commitment#Collectivism 4 0.5
## Agreeableness-commitment#Individulism 4 0.5
## change-oriented leader behavior-change-oriented leader behavior#Collectivism 2 0.3
## change-oriented leader behavior-change-oriented leader behavior#Individulism 4 0.5
## change-oriented leader behavior-commitment#Collectivism 1 0.1
## change-oriented leader behavior-commitment#Individulism 1 0.1
## change-oriented leader behavior-contextual performance#NA 11 1.4
## change-oriented leader behavior-focal performance#NA 11 1.4
## change-oriented leader behavior-motivation to work#Collectivism 1 0.1
## change-oriented leader behavior-motivation to work#Individulism 1 0.1
## collective attitudes/perception-withdraw#Collectivism 2 0.3
## collective attitudes/perception-withdraw#Individulism 3 0.4
## collective attitudes/perception-withdraw#NA 2 0.3
## commitment-commitment#Collectivism 3 0.4
## commitment-commitment#Individulism 7 0.9
## commitment-commitment#NA 4 0.5
## commitment-contextual performance#Collectivism 4 0.5
## commitment-contextual performance#Individulism 7 0.9
## commitment-contextual performance#NA 3 0.4
## commitment-justice#Collectivism 2 0.3
## commitment-justice#Individulism 2 0.3
## commitment-response#Collectivism 1 0.1
## commitment-response#Individulism 4 0.5
## commitment-response#NA 3 0.4
## commitment-task performance#Individulism 3 0.4
## commitment-task performance#NA 3 0.4
## Conscientiousness-commitment#Collectivism 4 0.5
## Conscientiousness-commitment#Individulism 4 0.5
## contextual performance-commitment#Collectivism 1 0.1
## contextual performance-commitment#Individulism 1 0.1
## contextual performance-contextual performance#Collectivism 4 0.5
## contextual performance-contextual performance#Individulism 4 0.5
## contextual performance-contextual performance#NA 12 1.5
## contextual performance-focal performance#Collectivism 1 0.1
## contextual performance-focal performance#Individulism 1 0.1
## contextual performance-relational-oriented leader behavior#Collectivism 1 0.1
## contextual performance-Relationship quality#Collectivism 1 0.1
## contextual performance-Relationship quality#Individulism 1 0.1
## demographics-commitment#Individulism 6 0.8
## demographics-commitment#NA 6 0.8
## demographics-demographics#Individulism 2 0.3
## demographics-response#Individulism 8 1.0
## demographics-Task Performance#Collectivism 1 0.1
## demographics-Task Performance#Individulism 1 0.1
## demographics-Task Performance#middle 1 0.1
## demographics-Task Performance#NA 33 4.1
## Emotional Stability-commitment#Collectivism 4 0.5
## Emotional Stability-commitment#Individulism 4 0.5
## Extraversion-commitment#Collectivism 5 0.6
## Extraversion-commitment#Individulism 5 0.6
## justice-commitment#Collectivism 1 0.1
## justice-commitment#Individulism 1 0.1
## justice-mental health#Individulism 1 0.1
## justice-mental health#NA 1 0.1
## justice-response#Individulism 4 0.5
## justice-response#NA 4 0.5
## KSAO-commitment#Individulism 7 0.9
## KSAO-commitment#NA 7 0.9
## KSAO-demographics#Collectivism 1 0.1
## KSAO-demographics#Individulism 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-task performance#Collectivism 1 0.1
## KSAO-task performance#Individulism 1 0.1
## KSAO-task performance#NA 6 0.8
## leader mistreatment-counterproductive behavior#NA 2 0.3
## leader mistreatment-negative emotion#NA 2 0.3
## leader mistreatment-response#NA 2 0.3
## motivation to work-contextual performance#Collectivism 1 0.1
## motivation to work-contextual performance#Individulism 1 0.1
## motivation to work-contextual performance#NA 8 1.0
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#NA 2 0.3
## negative emotion-response#NA 2 0.3
## Neuroticism-motivation to work#NA 4 0.5
## Openness to Experience-commitment#Collectivism 4 0.5
## Openness to Experience-commitment#Individulism 4 0.5
## perceived fit-commitment#Collectivism 21 2.6
## perceived fit-commitment#Individulism 9 1.1
## perceived fit-commitment#NA 2 0.3
## perceived fit-perceived fit#Individulism 1 0.1
## perceived fit-response#Collectivism 20 2.5
## perceived fit-response#Individulism 13 1.6
## perceived fit-response#NA 2 0.3
## perceived fit-satisfaction#Collectivism 23 2.9
## perceived fit-satisfaction#Individulism 11 1.4
## perceived fit-satisfaction#NA 2 0.3
## perceived fit-task performance#Collectivism 18 2.3
## perceived fit-task performance#Individulism 4 0.5
## perceived fit-task performance#NA 4 0.5
## perception of support-commitment#Collectivism 2 0.3
## perception of support-commitment#Individulism 2 0.3
## perception of support-contextual performance#Collectivism 1 0.1
## perception of support-contextual performance#Individulism 1 0.1
## perception of support-contextual performance#NA 8 1.0
## perception of support-focal performance#Collectivism 1 0.1
## perception of support-focal performance#Individulism 1 0.1
## perception of support-job involvement#Collectivism 1 0.1
## perception of support-job involvement#Individulism 1 0.1
## perception of support-response#Collectivism 3 0.4
## perception of support-response#Individulism 3 0.4
## perception of support-satisfaction#Collectivism 1 0.1
## perception of support-satisfaction#Individulism 1 0.1
## perceptions of support-commitment#Collectivism 1 0.1
## perceptions of support-commitment#Individulism 4 0.5
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-demographics#Collectivism 2 0.3
## perceptions of support-demographics#Individulism 2 0.3
## perceptions of support-KSAO#Collectivism 2 0.3
## perceptions of support-KSAO#Individulism 2 0.3
## perceptions of support-motivation to work#Collectivism 1 0.1
## perceptions of support-motivation to work#Individulism 1 0.1
## perceptions of support-perceptions of support#Collectivism 1 0.1
## perceptions of support-perceptions of support#Individulism 1 0.1
## perceptions of support-relational-oriented leader behavior#Collectivism 1 0.1
## perceptions of support-relational-oriented leader behavior#Individulism 1 0.1
## perceptions of support-response#Collectivism 1 0.1
## perceptions of support-response#Individulism 1 0.1
## perceptions of support-satisfaction#Collectivism 1 0.1
## perceptions of support-satisfaction#Individulism 1 0.1
## producer-commitment#Collectivism 4 0.5
## producer-commitment#Individulism 9 1.1
## producer-commitment#NA 5 0.6
## producer-perceptions of support#Collectivism 2 0.3
## producer-perceptions of support#Individulism 10 1.3
## producer-producer#Collectivism 1 0.1
## producer-producer#Individulism 5 0.6
## producer-response#Collectivism 3 0.4
## producer-response#Individulism 5 0.6
## producer-response#NA 6 0.8
## psychological characteristics-contextual performance#Collectivism 1 0.1
## psychological characteristics-contextual performance#Individulism 1 0.1
## public service motivation-demographics#Collectivism 2 0.3
## public service motivation-demographics#Individulism 4 0.5
## relational-oriented leader behavior-commitment#Collectivism 2 0.3
## relational-oriented leader behavior-commitment#Individulism 2 0.3
## relational-oriented leader behavior-contextual performance#Collectivism 1 0.1
## relational-oriented leader behavior-contextual performance#Individulism 1 0.1
## relational-oriented leader behavior-focal performance#Collectivism 1 0.1
## relational-oriented leader behavior-focal performance#Individulism 1 0.1
## relational-oriented leader behavior-justice#Collectivism 3 0.4
## relational-oriented leader behavior-justice#Individulism 3 0.4
## relational-oriented leader behavior-response#Collectivism 1 0.1
## relational-oriented leader behavior-response#Individulism 1 0.1
## relational-oriented leader behavior-satisfaction#Collectivism 1 0.1
## relational-oriented leader behavior-satisfaction#Individulism 1 0.1
## relational-oriented leader behavior-task performance#Collectivism 1 0.1
## relational-oriented leader behavior-task performance#Individulism 3 0.4
## relational-oriented leader behavior-team effectiveness#NA 2 0.3
## relational-oriented leader behavior-Work-family balance#Collectivism 4 0.5
## relational-oriented leader behavior-Work-family balance#Individulism 4 0.5
## relational-oriented leader behavior-Work-family balance#NA 8 1.0
## response-counterproductive behavior#NA 2 0.3
## response-justice#Collectivism 2 0.3
## response-justice#Individulism 2 0.3
## response-perceptions of support#Collectivism 1 0.1
## response-perceptions of support#Individulism 5 0.6
## response-producer#Collectivism 2 0.3
## response-producer#Individulism 10 1.3
## response-response#Collectivism 1 0.1
## response-response#Individulism 1 0.1
## response-withdraw#Collectivism 3 0.4
## response-withdraw#Individulism 3 0.4
## satisfaction-commitment#Individulism 3 0.4
## satisfaction-commitment#NA 3 0.4
## satisfaction-contextual performance#Collectivism 1 0.1
## satisfaction-contextual performance#Individulism 1 0.1
## satisfaction-focal performance#Collectivism 1 0.1
## satisfaction-focal performance#Individulism 1 0.1
## satisfaction-justice#Collectivism 4 0.5
## satisfaction-justice#Individulism 4 0.5
## satisfaction-perceptions of support#Collectivism 1 0.1
## satisfaction-perceptions of support#Individulism 5 0.6
## satisfaction-producer#Collectivism 2 0.3
## satisfaction-producer#Individulism 10 1.3
## satisfaction-response#Collectivism 1 0.1
## satisfaction-response#Individulism 1 0.1
## satisfaction-task performance#Collectivism 1 0.1
## satisfaction-task performance#Individulism 1 0.1
## Self-enjoyment-contextual performance#NA 8 1.0
## Social network-contextual performance#Collectivism 1 0.1
## Social network-contextual performance#Individulism 1 0.1
## Subjective norm-actual system use#Collectivism 1 0.1
## Subjective norm-actual system use#Individulism 1 0.1
## Subjective norm-contextual performance#Collectivism 1 0.1
## Subjective norm-contextual performance#Individulism 1 0.1
## Subjective Well-being-focal performance#Collectivism 2 0.3
## Subjective Well-being-focal performance#Individulism 4 0.5
## task-oriented behavior-team effectiveness#NA 2 0.3
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#Collectivism 3 0.4
## team structure-contextual performance#Individulism 3 0.4
## team structure-focal performance#Collectivism 2 0.3
## team structure-focal performance#Individulism 2 0.3
## team structure-team functioning#Collectivism 3 0.4
## team structure-team functioning#Collectivist 1 0.1
## team structure-team functioning#Individualistic 1 0.1
## team structure-team functioning#Individulism 3 0.4
## value-based and moral leader behavior-commitment#Collectivism 1 0.1
## value-based and moral leader behavior-commitment#Individulism 1 0.1
## value-based and moral leader behavior-commitment#NA 4 0.5
## value-based and moral leader behavior-contextual performance#Collectivism 1 0.1
## value-based and moral leader behavior-contextual performance#Individulism 1 0.1
## value-based and moral leader behavior-contextual performance#NA 4 0.5
## value-based and moral leader behavior-Job involvement#NA 2 0.3
## value-based and moral leader behavior-KSAO#NA 2 0.3
## value-based and moral leader behavior-perceptions of support#NA 2 0.3
## value-based and moral leader behavior-task performance#NA 4 0.5
## withdraw-withdraw#Collectivism 2 0.3
## withdraw-withdraw#Individulism 2 0.3
## withdraw-withdraw#NA 2 0.3
## work-family balance-commitment#Collectivism 1 0.1
## work-family balance-commitment#Individulism 1 0.1
## work-family balance-Family Satisfaction#Collectivism 1 0.1
## work-family balance-Family Satisfaction#Individulism 1 0.1
## work-family balance-focal performance#Collectivism 1 0.1
## work-family balance-focal performance#Individulism 2 0.3
## work-family balance-job involvement#Collectivism 1 0.1
## Work-family balance-Job involvement#Collectivism 3 0.4
## work-family balance-job involvement#Individulism 2 0.3
## Work-family balance-Job involvement#Individulism 3 0.4
## Work-family balance-Life satisfaction#Collectivism 1 0.1
## Work-family balance-Life satisfaction#Individulism 1 0.1
## Work-family balance-Mental health & well-being#Collectivism 1 0.1
## Work-family balance-Mental health & well-being#Individulism 1 0.1
## work-family balance-response#Collectivism 1 0.1
## Work-family balance-response#Collectivism 4 0.5
## work-family balance-response#Individulism 3 0.4
## Work-family balance-response#Individulism 4 0.5
## work-family balance-response#NA 1 0.1
## work-family balance-satisfaction#Collectivism 2 0.3
## Work-family balance-satisfaction#Collectivism 6 0.8
## work-family balance-satisfaction#Individulism 3 0.4
## Work-family balance-satisfaction#Individulism 6 0.8
## work-family balance-satisfaction#NA 1 0.1
## Work-family balance-Work-family balance#Collectivism 8 1.0
## Work-family balance-Work-family balance#Individulism 8 1.0
## ────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 249## TABLE 3b. IB and OB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────
## commitment-general performance#Collectivism 1 2.1
## commitment-general performance#Individulism 2 4.2
## KSAO-non-marketing outcome#NA 8 16.7
## motivation to work-general performance#Collectivism 1 2.1
## motivation to work-general performance#Individulism 1 2.1
## non-marketing outcome-behavioural intentions#Collectivism 2 4.2
## non-marketing outcome-behavioural intentions#Individulism 2 4.2
## organizational capability-satisfaction#Collectivism 2 4.2
## organizational capability-satisfaction#Individulism 3 6.2
## perceptions of support-general performance#Collectivism 1 2.1
## perceptions of support-general performance#Individulism 1 2.1
## satisfaction-general performance#Collectivism 1 2.1
## satisfaction-general performance#Individulism 1 2.1
## satisfation-general performance#Collectivism 1 2.1
## satisfation-general performance#Individulism 1 2.1
## Service innovation-general performance#NA 4 8.3
## task performance-general performance#Individulism 2 4.2
## withdraw-general performance#Collectivism 4 8.3
## withdraw-general performance#Individulism 6 12.5
## withdraw-general performance#NA 4 8.3
## ─────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 20## TABLE 4i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#Collectivism 3 0.7
## Attracting Institutional Factor-Organizational Outcome#Individulism 3 0.7
## Attracting Institutional Factor-xxxinternal environment#Collectivism 1 0.2
## Attracting Institutional Factor-xxxinternal environment#Individulism 1 0.2
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#Collectivism 8 1.8
## Detering Institutional Factor-Organizational Outcome#Individulism 14 3.2
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-xxxinternal environment#Collectivism 1 0.2
## Detering Institutional Factor-xxxinternal environment#Individulism 2 0.5
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Organizational Outcome-Organizational Outcome#Collectivism 8 1.8
## Organizational Outcome-Organizational Outcome#Individulism 10 2.3
## Organizational Outcome-Organizational Outcome#NA 12 2.7
## xxxinternal environment-organizational outcome#Collectivism 1 0.2
## xxxinternal environment-Organizational Outcome#Collectivism 101 22.9
## xxxinternal environment-Organizational Outcome#Individualism 1 0.2
## xxxinternal environment-organizational outcome#Individulism 1 0.2
## xxxinternal environment-Organizational Outcome#Individulism 110 24.9
## xxxinternal environment-Organizational Outcome#middle 1 0.2
## xxxinternal environment-organizational outcome#NA 2 0.5
## xxxinternal environment-Organizational Outcome#NA 99 22.4
## xxxinternal environment-xxxinternal environment#Collectivism 10 2.3
## xxxinternal environment-xxxinternal environment#Individulism 13 2.9
## xxxinternal environment-xxxinternal environment#NA 11 2.5
## ──────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 26## TABLE 4o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────
## attitudes-behaviors#Collectivism 2 0.3
## attitudes-behaviors#Individulism 2 0.3
## bahaviors-team effectiveness#Collectivism 2 0.3
## bahaviors-team effectiveness#Individulism 2 0.3
## bahaviors-team effectiveness#NA 2 0.3
## behaviors-behaviors#Collectivism 5 0.6
## behaviors-behaviors#Individulism 5 0.6
## behaviors-behaviors#NA 12 1.5
## behaviors-constructive leadership#Collectivism 1 0.1
## behaviors-emerging state#Collectivism 1 0.1
## behaviors-emerging state#Individulism 1 0.1
## behaviors-motivation#Collectivism 1 0.1
## behaviors-motivation#Individulism 1 0.1
## big five-motivation#Collectivism 21 2.6
## big five-motivation#Individulism 21 2.6
## big five-motivation#NA 4 0.5
## constructive leadership-behaviors#Collectivism 11 1.4
## constructive leadership-behaviors#Individulism 13 1.6
## constructive leadership-behaviors#NA 19 2.4
## constructive leadership-constructive leadership#Collectivism 2 0.3
## constructive leadership-constructive leadership#Individulism 4 0.5
## constructive leadership-motivation#Collectivism 11 1.4
## constructive leadership-motivation#Individulism 11 1.4
## constructive leadership-motivation#NA 8 1.0
## constructive leadership-Personal characteristics#NA 2 0.3
## constructive leadership-stress#Collectivism 3 0.4
## constructive leadership-stress#Individulism 3 0.4
## constructive leadership-team effectiveness#NA 15 1.9
## Constructive Leadership-well-being#Collectivism 4 0.5
## Constructive Leadership-well-being#Individulism 4 0.5
## Constructive Leadership-well-being#NA 8 1.0
## emerging state-behaviors#Collectivism 1 0.1
## emerging state-behaviors#Individulism 1 0.1
## emerging state-team effectiveness#Collectivism 2 0.3
## emerging state-team effectiveness#Individulism 3 0.4
## emerging state-team effectiveness#NA 2 0.3
## leadership-behaviors#NA 2 0.3
## leadership-stress#NA 2 0.3
## leadership-wellbeing#NA 2 0.3
## motivation-behaviors#Collectivism 27 3.4
## motivation-behaviors#Individulism 19 2.4
## motivation-behaviors#NA 30 3.8
## motivation-Constructive Leadership#Collectivism 1 0.1
## motivation-Constructive Leadership#Individulism 1 0.1
## motivation-motivation#Collectivism 63 7.9
## motivation-motivation#Individulism 54 6.8
## motivation-motivation#NA 14 1.8
## motivation-personal characteristics#Collectivism 2 0.3
## motivation-Personal characteristics#Collectivism 4 0.5
## motivation-personal characteristics#Individulism 4 0.5
## motivation-Personal characteristics#Individulism 4 0.5
## motivation-stress#Collectivism 28 3.5
## motivation-stress#Individulism 36 4.5
## motivation-stress#NA 9 1.1
## motivation-team effectiveness#Collectivism 1 0.1
## motivation-team effectiveness#Individulism 1 0.1
## motivation-well-being#Individulism 1 0.1
## motivation-well-being#NA 1 0.1
## personal characteristics-behaviors#Collectivism 1 0.1
## Personal characteristics-behaviors#Collectivism 2 0.3
## personal characteristics-behaviors#Individulism 1 0.1
## Personal characteristics-behaviors#Individulism 2 0.3
## Personal characteristics-behaviors#middle 1 0.1
## Personal characteristics-behaviors#NA 15 1.9
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#Individulism 13 1.6
## Personal characteristics-motivation#NA 13 1.6
## Personal characteristics-Personal characteristics#Collectivism 1 0.1
## personal characteristics-personal characteristics#Individulism 2 0.3
## Personal characteristics-Personal characteristics#Individulism 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## Personal characteristics-stress#Individulism 8 1.0
## stress-behaviors#Collectivism 3 0.4
## stress-behaviors#Individulism 3 0.4
## stress-behaviors#NA 2 0.3
## stress-motivation#Collectivism 9 1.1
## stress-motivation#Individulism 26 3.3
## stress-motivation#NA 5 0.6
## stress-stress#Collectivism 7 0.9
## stress-stress#Individulism 21 2.6
## stress-stress#NA 6 0.8
## team input-behaviors#Collectivism 3 0.4
## team input-behaviors#Individulism 3 0.4
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#Collectivism 2 0.3
## team input-team effectiveness#Individulism 2 0.3
## team input-team process#Collectivism 3 0.4
## team input-team process#Collectivist 1 0.1
## team input-team process#Individualistic 1 0.1
## team input-team process#Individulism 3 0.4
## team input-team process#NA 2 0.3
## well-being-behaviors#Collectivism 3 0.4
## well-being-behaviors#Individulism 6 0.8
## well-being-behaviors#NA 8 1.0
## well-being-motivation#Collectivism 13 1.6
## well-being-motivation#Individulism 15 1.9
## well-being-motivation#NA 1 0.1
## well-being-stress#Collectivism 5 0.6
## well-being-stress#Individulism 7 0.9
## well-being-stress#NA 1 0.1
## well-being-well-being#Collectivism 11 1.4
## well-being-well-being#Individulism 11 1.4
## wellbeing-behaviors#NA 2 0.3
## wellbeing-stress#NA 2 0.3
## ──────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 104## TABLE 4b. IB and OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#Individulism 2 4.2
## behaviors-Organizational Outcome#NA 4 8.3
## motivation-Organizational Outcome#Collectivism 5 10.4
## motivation-Organizational Outcome#Individulism 6 12.5
## Organizational Outcome-attitudes#Collectivism 2 4.2
## Organizational Outcome-attitudes#Individulism 2 4.2
## Personal characteristics-organizational outcome#NA 8 16.7
## team effectiveness-Organizational Outcome#Collectivism 4 8.3
## team effectiveness-Organizational Outcome#Individulism 6 12.5
## team effectiveness-Organizational Outcome#NA 4 8.3
## xxxinternal environment-motivation#Collectivism 2 4.2
## xxxinternal environment-motivation#Individulism 3 6.2
## ──────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 12## TABLE 5i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#Masculinity 2 0.5
## Absorptive capacity(ACAP)-Innovation#Masculinity 2 0.5
## Aesthetic quality-Perceived value#Masculinity 2 0.5
## alignment mechanism-performance#Masculinity 2 0.5
## assest specificity-governance structures#Masculinity 2 0.5
## assest specificity-hierarchical governance#Masculinity 2 0.5
## assest specificity-relational governance#Masculinity 2 0.5
## blockholders-performance#Masculinity 2 0.5
## board independence-performance#Masculinity 2 0.5
## breadth of knowledge sources-Environmental innovation#Masculinity 2 0.5
## Business planning-Performance#NA 2 0.5
## Business ties-Firm performance#NA 2 0.5
## CEO duality-performance#Masculinity 2 0.5
## CEO pay-performance#Masculinity 2 0.5
## Cohesive Networks-Innovation#NA 10 2.3
## Contextual distance-international strategic alliances(ISA) performance#Masculinity 2 0.5
## Corporate Reputation-Corporate social performance#Masculinity 1 0.2
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Customer Commitment#Masculinity 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Loyalty#Masculinity 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Trust#Masculinity 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Future Financial Performance#Masculinity 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#Masculinity 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate venturing-Overall performance#Femininity 2 0.5
## Corporate venturing-Overall performance#Masculinity 1 0.2
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#Femininity 2 0.5
## Cultural differences-Entry strategy#Masculinity 1 0.2
## Cultural differences-Overall performance#Femininity 2 0.5
## Cultural differences-Overall performance#Masculinity 1 0.2
## Cultural Distance-Performance#Masculinity 4 0.9
## Cultural Distance-Performance#NA 12 2.7
## Customer demand-Environmental innovation#Masculinity 2 0.5
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#NA 10 2.3
## Dynamic capabilities-Firm performance#Masculinity 2 0.5
## Dynamic capabilities-Firm performance#NA 10 2.3
## Efficiency-firm performance#Femininity 1 0.2
## Efficiency-firm performance#Masculinity 4 0.9
## Environmental innovation-organization performance#Masculinity 2 0.5
## environmental management practices-firm performance#Femininity 1 0.2
## environmental management practices-firm performance#Masculinity 1 0.2
## environmental management practices-firm performance#NA 10 2.3
## Environmental management system(EMS)-Environmental innovation#Masculinity 2 0.5
## executive compensation-corporate performance#Femininity 14 3.2
## executive compensation-corporate performance#Masculinity 15 3.4
## Export Market Orientation-Performance-related consequences#Femininity 1 0.2
## Export Market Orientation-Performance-related consequences#Masculinity 1 0.2
## Export Market Orientation-Performance-related consequences#NA 5 1.1
## Export Market Orientation-Strategy-related consequences#Femininity 1 0.2
## Export Market Orientation-Strategy-related consequences#Masculinity 1 0.2
## Export Market Orientation-Strategy-related consequences#NA 5 1.1
## family firms-financial performance#Femininity 1 0.2
## family firms-financial performance#Masculinity 1 0.2
## family firms-financial performance#NA 6 1.4
## family involvement-financial performance#NA 4 0.9
## Firm Capabilities-Export Market Orientation#Femininity 1 0.2
## Firm Capabilities-Export Market Orientation#Masculinity 1 0.2
## Firm Capabilities-Export Market Orientation#NA 5 1.1
## Firm Risk-Corporate Reputation#Masculinity 1 0.2
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#Masculinity 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## firm size-Environmental innovation#Masculinity 2 0.5
## green innovation-financial performance#NA 2 0.5
## High-performance work practices (HPWPs)-Business Performance#Femininity 12 2.7
## High-performance work practices (HPWPs)-Business Performance#Masculinity 16 3.6
## host country risk-foreign ownership strategy#Femininity 3 0.7
## host country risk-foreign ownership strategy#Masculinity 5 1.1
## host country risk-foreign ownership strategy#NA 4 0.9
## HR practices-firm performance#Femininity 1 0.2
## HR practices-firm performance#Masculinity 3 0.7
## Innovation-firm performance#Femininity 2 0.5
## Innovation-firm performance#Masculinity 4 0.9
## Innovation-Overall performance#Femininity 2 0.5
## Innovation-Overall performance#Masculinity 1 0.2
## innovation-SME performance#NA 3 0.7
## insitutional investors-performance#Masculinity 2 0.5
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#Masculinity 2 0.5
## International Business Combination-Firm Performance#Femininity 2 0.5
## International Business Combination-Firm Performance#Masculinity 1 0.2
## Internationalization-family firm performance#Femininity 1 0.2
## Internationalization-family firm performance#Masculinity 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-firm performance#Femininity 16 3.6
## Internationalization-firm performance#Masculinity 16 3.6
## investment mechanism-performance#Masculinity 2 0.5
## Knowledge-Friendly Organisational Culture-Organizational Performance#Femininity 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Masculinity 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Leadership-firm performance#Femininity 1 0.2
## Leadership-firm performance#Masculinity 2 0.5
## Long-term institutional ownership-Corporate Reputation#Masculinity 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## managerial ownership-performance#Masculinity 2 0.5
## Managerial ties-Firm performance#NA 2 0.5
## Market Concentration-Environmental innovation#Masculinity 2 0.5
## Media Visibility-Corporate Reputation#Masculinity 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Masculinity 2 0.5
## monitoring mechnism-performance#Masculinity 2 0.5
## Non-VRIN resources-accounting performance#Masculinity 2 0.5
## Non-VRIN resources-market performance#Masculinity 2 0.5
## Non-VRIN resources-performance#Masculinity 2 0.5
## organizational capabilities-firm performance#Femininity 1 0.2
## organizational capabilities-firm performance#Masculinity 2 0.5
## organizational social capital-firm performance#Femininity 1 0.2
## organizational social capital-firm performance#Masculinity 2 0.5
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#NA 2 0.5
## Proactive environmental strategies-Economic performance#Masculinity 2 0.5
## Proactive environmental strategies-Environment performance#Masculinity 2 0.5
## Productivity Measurement and Enhancement System (ProMES)-productivity#Femininity 2 0.5
## Productivity Measurement and Enhancement System (ProMES)-productivity#Masculinity 2 0.5
## Regulation-Environmental innovation#Masculinity 2 0.5
## Regulation-Proactive environmental strategies#Masculinity 2 0.5
## Resource dependence-alliance#Masculinity 2 0.5
## Resource dependence-board interlock#Masculinity 2 0.5
## Resource dependence-Interorganizational arrangements#Masculinity 2 0.5
## Resource dependence-joint venture#Masculinity 2 0.5
## Resource dependence-M&A#Masculinity 2 0.5
## Resources-accounting performance#Masculinity 2 0.5
## Resources-market performance#Masculinity 2 0.5
## Resources-performance#Masculinity 2 0.5
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#Femininity 1 0.2
## Social&Environmental disclosures-Financial profitability#Masculinity 1 0.2
## Social&Environmental disclosures-Financial profitability#NA 4 0.9
## Stakeholder norms-Proactive environmental strategies#Masculinity 2 0.5
## state ownership-performance#Masculinity 1 0.2
## Strategic performance measurement systems-Financial Performance#Femininity 1 0.2
## Strategic performance measurement systems-Financial Performance#Masculinity 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#Femininity 1 0.2
## Strategic performance measurement systems-General Performance#Masculinity 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-Strategic Capabilities#NA 10 2.3
## Strategic renewal-Overall performance#Femininity 2 0.5
## Strategic renewal-Overall performance#Masculinity 1 0.2
## Subsidy-Environmental innovation#Masculinity 2 0.5
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#Masculinity 2 0.5
## VC investments-VC funded firm performance#NA 2 0.5
## VRIN resources-accounting performance#Masculinity 2 0.5
## VRIN resources-market performance#Masculinity 2 0.5
## VRIN resources-performance#Masculinity 2 0.5
## ──────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#Femininity 1 0.1
## abusive supervision-Emotional exhaustion#Masculinity 1 0.1
## abusive supervision-Job satisfaction#Femininity 1 0.1
## abusive supervision-Job satisfaction#Masculinity 1 0.1
## abusive supervision-OCBI#Femininity 1 0.1
## abusive supervision-OCBI#Masculinity 1 0.1
## abusive supervision-OCBO#Femininity 1 0.1
## abusive supervision-OCBO#Masculinity 1 0.1
## abusive supervision-organization directed deviance#Femininity 1 0.1
## abusive supervision-organization directed deviance#Masculinity 1 0.1
## abusive supervision-organizational citizenship behavior#Femininity 1 0.1
## abusive supervision-organizational citizenship behavior#Masculinity 1 0.1
## abusive supervision-Procedural justice#Femininity 1 0.1
## abusive supervision-Procedural justice#Masculinity 1 0.1
## abusive supervision-Subordinate work performance#Femininity 1 0.1
## abusive supervision-Subordinate work performance#Masculinity 1 0.1
## abusive supervision-Supervisor-directed deviance#Femininity 1 0.1
## abusive supervision-Supervisor-directed deviance#Masculinity 1 0.1
## abusive supervision-Turnover intention#Femininity 1 0.1
## abusive supervision-Turnover intention#Masculinity 1 0.1
## abusive supervision-Voice#Femininity 1 0.1
## abusive supervision-Voice#Masculinity 1 0.1
## Affective commitment-Organizational citizenship behavior#NA 2 0.3
## Affective commitment to change-Continuance commitment to change#Masculinity 2 0.3
## Affective commitment to change-Normative commitment to change#Masculinity 2 0.3
## Affective Commitment to the Organization-organizational citizenship behavior#Masculinity 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#Masculinity 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#Masculinity 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Age-Affective Commitment to the Organization#Masculinity 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#Masculinity 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#Masculinity 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Agreeableness-Affective commitment#NA 2 0.3
## Agreeableness-Continuance commitment#NA 2 0.3
## Agreeableness-Normative commitment#NA 2 0.3
## Agreeableness-Overall/attitudinal commitment#NA 2 0.3
## Anticipated pay increase/promotion-knowledge sharing#NA 2 0.3
## collective attitudes/perception-Collective turnover#Femininity 2 0.3
## collective attitudes/perception-Collective turnover#Masculinity 1 0.1
## collective attitudes/perception-Collective turnover#NA 4 0.5
## Communication-knowledge sharing#NA 2 0.3
## Competitive goal interdependence-open-minded discussion#Masculinity 2 0.3
## Congruence-Satisfaction#Femininity 1 0.1
## Congruence-Satisfaction#Masculinity 1 0.1
## Conscientiousness-Affective commitment#NA 2 0.3
## Conscientiousness-Continuance commitment#NA 2 0.3
## Conscientiousness-Normative commitment#NA 2 0.3
## Conscientiousness-Overall/attitudinal commitment#NA 2 0.3
## Continuance commitment-Organizational citizenship behavior#NA 2 0.3
## Continuance commitment to change-Normative commitment to change#Masculinity 2 0.3
## Continuance Commitment to the Organization-Affective Commitment to the Organization#Masculinity 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#Masculinity 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#Masculinity 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#Masculinity 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#Masculinity 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Cooperative goal interdependence-open-minded discussion#Masculinity 2 0.3
## creativity-innovation#NA 6 0.8
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#Masculinity 1 0.1
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#Masculinity 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#Masculinity 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Emotional Exhaustion-Job Control#Femininity 3 0.4
## Emotional Exhaustion-Job Control#Masculinity 3 0.4
## Emotional Exhaustion-Job demands #Femininity 3 0.4
## Emotional Exhaustion-Job demands #Masculinity 3 0.4
## Emotional exhaustion-turnover intention#NA 2 0.3
## Emotional Exhaustion-workplace Support#Femininity 3 0.4
## Emotional Exhaustion-workplace Support#Masculinity 3 0.4
## Emotional Intelligence-Entrepreneurial intention#Femininity 1 0.1
## Emotional Intelligence-Entrepreneurial intention#Masculinity 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Job Performance#Femininity 1 0.1
## Emotional Intelligence-Job Performance#Masculinity 1 0.1
## Emotional Intelligence-Job Performance#NA 6 0.8
## Emotional Stability-Affective commitment#NA 2 0.3
## Emotional Stability-Continuance commitment#NA 2 0.3
## Emotional Stability-Normative commitment#NA 2 0.3
## Emotional Stability-Overall/attitudinal commitment#NA 2 0.3
## Extraversion-Affective commitment#NA 2 0.3
## Extraversion-Continuance commitment#NA 4 0.5
## Extraversion-Normative commitment#NA 2 0.3
## Extraversion-Overall/attitudinal commitment#NA 2 0.3
## fairness-affective organizational commitment#NA 2 0.3
## Family-Work Enrichment-Job Satisfaction#Femininity 1 0.1
## Family-Work Enrichment-Job Satisfaction#Masculinity 1 0.1
## Gender-Affective Commitment to the Organization#Masculinity 1 0.1
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#Masculinity 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-depersonalization#Femininity 1 0.1
## Gender-depersonalization#Masculinity 3 0.4
## Gender-Emotional exhaustion#Femininity 1 0.1
## Gender-Emotional exhaustion#Masculinity 3 0.4
## Gender-entrepreneurial intention#Femininity 1 0.1
## Gender-entrepreneurial intention#Masculinity 1 0.1
## Gender-Normative Commitment to the Organization#Masculinity 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender Differences-Negotiation Performance#NA 12 1.5
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#Masculinity 2 0.3
## Idiosyncratic deals-Age#Masculinity 2 0.3
## Idiosyncratic deals-Education#Masculinity 2 0.3
## Idiosyncratic deals-Female#Masculinity 2 0.3
## Idiosyncratic deals-Job satisfaction#Masculinity 2 0.3
## Idiosyncratic deals-LMX#Masculinity 2 0.3
## Idiosyncratic deals-Organizational tenure#Masculinity 2 0.3
## Idiosyncratic deals-perceived organizational support#Masculinity 2 0.3
## Idiosyncratic deals-Proactive personality#Masculinity 2 0.3
## Idiosyncratic deals-Turnover intention#Masculinity 2 0.3
## Independent goal interdependence-open-minded discussion#Masculinity 2 0.3
## Intra-organizational Trust-Individual performance#Masculinity 2 0.3
## Intra-organizational Trust-Team performance#Masculinity 2 0.3
## Job Control-(reduced) personal accomplishment#NA 2 0.3
## Job Control-depersonalisation#NA 2 0.3
## Job Control-emotional exhaustion#NA 2 0.3
## Job Control-workplace Support#Femininity 3 0.4
## Job Control-workplace Support#Masculinity 3 0.4
## Job demands -Job Control#Femininity 3 0.4
## Job demands -Job Control#Masculinity 3 0.4
## Job demands -workplace Support#Femininity 3 0.4
## Job demands -workplace Support#Masculinity 3 0.4
## Job satisfaction-Job Control#Femininity 3 0.4
## Job satisfaction-Job Control#Masculinity 3 0.4
## Job satisfaction-Job demands #Femininity 3 0.4
## Job satisfaction-Job demands #Masculinity 3 0.4
## Job satisfaction-Organizational Justice#Masculinity 2 0.3
## Job satisfaction-Procedural justice#Masculinity 2 0.3
## Job satisfaction-turnover intention#NA 2 0.3
## Job satisfaction-workplace Support#Femininity 3 0.4
## Job satisfaction-workplace Support#Masculinity 3 0.4
## leader-member exchange-family-work enrichment#NA 4 0.5
## leader-member exchange-Family interference with work#NA 4 0.5
## leader-member exchange-Work-family enrichment#NA 4 0.5
## leader-member exchange-Work interference with family#NA 4 0.5
## Leader–Member Exchange-Distributive justice#NA 2 0.3
## Leader–Member Exchange-Interactional justice#NA 2 0.3
## Leader–Member Exchange-Organizational citizenship behavior#NA 2 0.3
## Leader–Member Exchange-Procedural justice#NA 2 0.3
## Leader–Member Exchange-Task performance#NA 2 0.3
## Leader Member Exchange-Affective commitment#NA 2 0.3
## Leader Member Exchange-Job satisfaction#NA 2 0.3
## Leader Member Exchange-Normative commitment#NA 2 0.3
## Leader Member Exchange-Turnover intention#NA 2 0.3
## leader mistreatment-counterproductive work behavior#NA 2 0.3
## leader mistreatment-self-regulatory capacity impairment#NA 2 0.3
## leader mistreatment-state negative affect#NA 2 0.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#Femininity 1 0.1
## Negative family-to-work spillover-Home support#Masculinity 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Femininity 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Masculinity 1 0.1
## Negative family-to-work spillover-Support from work#Femininity 1 0.1
## Negative family-to-work spillover-Support from work#Masculinity 1 0.1
## Negative family-to-work spillover-Work strain#Femininity 1 0.1
## Negative family-to-work spillover-Work strain#Masculinity 1 0.1
## Negative work-to-family spillover-Home/family strain#Femininity 1 0.1
## Negative work-to-family spillover-Home/family strain#Masculinity 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Femininity 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Masculinity 1 0.1
## Negative work-to-family spillover-Life satisfaction#Femininity 1 0.1
## Negative work-to-family spillover-Life satisfaction#Masculinity 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Femininity 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Masculinity 1 0.1
## Negative work-to-family spillover-Support from work#Femininity 1 0.1
## Negative work-to-family spillover-Support from work#Masculinity 1 0.1
## Negative work-to-family spillover-Work engagement#Femininity 1 0.1
## Negative work-to-family spillover-Work engagement#Masculinity 1 0.1
## Negative work-to-family spillover-Work strain#Femininity 1 0.1
## Negative work-to-family spillover-Work strain#Masculinity 1 0.1
## Neuroticism-achievement motivation#Femininity 1 0.1
## Neuroticism-achievement motivation#Masculinity 1 0.1
## Neuroticism-achievement motivation#NA 2 0.3
## Normative commitment-Organizational citizenship behavior#NA 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization#Masculinity 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#Masculinity 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#Masculinity 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#Masculinity 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Masculinity 2 0.3
## Occupational commitment-Affective Commitment to the Organization#Masculinity 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## open-minded discussion-Commitment#Masculinity 2 0.3
## open-minded discussion-Creativity#Masculinity 2 0.3
## open-minded discussion-LMX#Masculinity 1 0.1
## open-minded discussion-Performance#Masculinity 2 0.3
## open-minded discussion-Relationship quality#Masculinity 2 0.3
## Openness to Experience-Affective commitment#NA 2 0.3
## Openness to Experience-Continuance commitment#NA 2 0.3
## Openness to Experience-Normative commitment#NA 2 0.3
## Openness to Experience-Overall/attitudinal commitment#NA 2 0.3
## Organization tenure-Affective Commitment to the Organization#Masculinity 1 0.1
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#Masculinity 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#Masculinity 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organizational commitment-Organizational citizenship behavior#NA 2 0.3
## Organizational commitment-Organizational Justice#Masculinity 2 0.3
## Organizational commitment-Procedural justice#Masculinity 2 0.3
## Organizational commitment-turnover intention#NA 2 0.3
## Organizational support-Affective Commitment to the Organization#Masculinity 1 0.1
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#Masculinity 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#Masculinity 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Outcome interdependence-Overall team performance#NA 2 0.3
## Outcome interdependence-Relational team functioning#NA 2 0.3
## Outcome interdependence-Task-focused team functioning#NA 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization#Masculinity 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#Masculinity 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#Masculinity 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall Role Stress-affective commitment#Masculinity 2 0.3
## Perceived organizational support-Affective commitment#NA 2 0.3
## Perceived organizational support-Job involvement#NA 2 0.3
## Perceived organizational support-Job satisfaction#NA 2 0.3
## Perceived organizational support-Normative commitment#NA 2 0.3
## Perceived organizational support-Organizational citizenship behavior#NA 2 0.3
## Perceived organizational support-Task performance#NA 2 0.3
## Perceived organizational support-turnover intention#NA 2 0.3
## Perceived organizational support-Turnover intention#NA 2 0.3
## Perceived overqualification-job performance#NA 2 0.3
## Perceived overqualification-Job Satisfaction#NA 2 0.3
## Perceived overqualification-Organizational Commitment#NA 2 0.3
## Perceived overqualification-Overall job performance#NA 2 0.3
## Perceived overqualification-Turnover intention#NA 2 0.3
## Perceived supervisor support-turnover intention#NA 2 0.3
## perceptions of unfairness-absences#Masculinity 1 0.1
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-burnout#Masculinity 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-mental health#Masculinity 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-negative state#Masculinity 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-Stress#Masculinity 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## Person-focused leader behaviors-Subjective team performance#Femininity 1 0.1
## Person-focused leader behaviors-Subjective team performance#Masculinity 3 0.4
## Person-focused leadership-Team Effectiveness#NA 2 0.3
## Person–Group (P–G) Fit-Intent to quit#Masculinity 6 0.8
## Person–Group (P–G) Fit-Job performance#Masculinity 6 0.8
## Person–Group (P–G) Fit-Job satisfaction#Masculinity 7 0.9
## Person–Group (P–G) Fit-Organizational commitment#Masculinity 5 0.6
## Person–Job (P–J) Fit-Intent to quit#Femininity 1 0.1
## Person–Job (P–J) Fit-Intent to quit#Masculinity 6 0.8
## Person–Job (P–J) Fit-Job performance#Masculinity 6 0.8
## Person–Job (P–J) Fit-Job satisfaction#Femininity 2 0.3
## Person–Job (P–J) Fit-Job satisfaction#Masculinity 7 0.9
## Person–Job (P–J) Fit-Organizational commitment#Femininity 2 0.3
## Person–Job (P–J) Fit-Organizational commitment#Masculinity 7 0.9
## Person–Organization (P–O) Fit-Intent to quit#Femininity 2 0.3
## Person–Organization (P–O) Fit-Intent to quit#Masculinity 8 1.0
## Person–Organization (P–O) Fit-Job performance#Masculinity 6 0.8
## Person–Organization (P–O) Fit-Job satisfaction#Femininity 3 0.4
## Person–Organization (P–O) Fit-Job satisfaction#Masculinity 8 1.0
## Person–Organization (P–O) Fit-Organizational commitment#Femininity 3 0.4
## Person–Organization (P–O) Fit-Organizational commitment#Masculinity 8 1.0
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#Femininity 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#Masculinity 10 1.3
## Person–Supervisor (P–S) Fit-Job performance#Masculinity 4 0.5
## Person–Supervisor (P–S) Fit-Job satisfaction#Masculinity 5 0.6
## Person–Supervisor (P–S) Fit-Organizational commitment#Masculinity 5 0.6
## personnel changes-Collective turnover#Femininity 1 0.1
## personnel changes-Collective turnover#Masculinity 1 0.1
## personnel changes-Collective turnover#NA 4 0.5
## Place attachment-Pro-environmental behaviour#NA 2 0.3
## Position tenure-Affective Commitment to the Organization#Masculinity 1 0.1
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Positive family-to-work spillover-Autonomy#Femininity 1 0.1
## Positive family-to-work spillover-Autonomy#Masculinity 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Femininity 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Masculinity 1 0.1
## Positive family-to-work spillover-Support from home#Femininity 1 0.1
## Positive family-to-work spillover-Support from home#Masculinity 1 0.1
## Positive family-to-work spillover-Support from work#Femininity 1 0.1
## Positive family-to-work spillover-Support from work#Masculinity 1 0.1
## Positive family-to-work spillover-Work engagement#Femininity 1 0.1
## Positive family-to-work spillover-Work engagement#Masculinity 1 0.1
## Positive family-to-work spillover-Work strain#Femininity 1 0.1
## Positive family-to-work spillover-Work strain#Masculinity 1 0.1
## Positive work-to-family spillover-Autonomy#Femininity 1 0.1
## Positive work-to-family spillover-Autonomy#Masculinity 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Femininity 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Masculinity 1 0.1
## Positive work-to-family spillover-Support from home#Femininity 1 0.1
## Positive work-to-family spillover-Support from home#Masculinity 1 0.1
## Positive work-to-family spillover-Support from work#Femininity 1 0.1
## Positive work-to-family spillover-Support from work#Masculinity 1 0.1
## Positive work-to-family spillover-Work engagement#Femininity 1 0.1
## Positive work-to-family spillover-Work engagement#Masculinity 1 0.1
## Positive work-to-family spillover-Work strain#Femininity 1 0.1
## Positive work-to-family spillover-Work strain#Masculinity 1 0.1
## public service motivation-age#Masculinity 3 0.4
## public service motivation-gender#Masculinity 3 0.4
## Reciprocity-Knowledge sharing#NA 8 1.0
## Rewards-Knowledge sharing#NA 8 1.0
## Role ambiguity-Affective Commitment to the Organization#Masculinity 1 0.1
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role Ambiguity-affective commitment#Masculinity 2 0.3
## Role ambiguity-Continuance Commitment to the Organization#Masculinity 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-depression#Femininity 2 0.3
## Role ambiguity-depression#Masculinity 1 0.1
## Role ambiguity-Normative Commitment to the Organization#Masculinity 1 0.1
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#Masculinity 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role Conflict-affective commitment#Masculinity 2 0.3
## Role conflict-Continuance Commitment to the Organization#Masculinity 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-depression#Femininity 2 0.3
## Role conflict-depression#Masculinity 1 0.1
## Role conflict-turnover intention#NA 2 0.3
## Role Overload-affective commitment#Masculinity 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#Femininity 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#Masculinity 4 0.5
## Self-efficacy-Knowledge sharing#NA 8 1.0
## Self-enjoyment-Knowledge sharing#NA 8 1.0
## self-regulatory capacity impairment-counterproductive work behavior#NA 2 0.3
## Servant leadership-OCB#Femininity 1 0.1
## Servant leadership-OCB#Masculinity 1 0.1
## Servant leadership-OCB#NA 4 0.5
## Servant leadership-Organizational commitment#Femininity 1 0.1
## Servant leadership-Organizational commitment#Masculinity 1 0.1
## Servant leadership-Organizational commitment#NA 4 0.5
## Servant leadership-Performance#Femininity 1 0.1
## Servant leadership-Performance#Masculinity 1 0.1
## Servant leadership-Performance#NA 2 0.3
## Servant leadership-Psychological capital#NA 2 0.3
## Servant leadership-Service climate#Femininity 1 0.1
## Servant leadership-Service climate#Masculinity 1 0.1
## Servant leadership-Work engagement#NA 2 0.3
## Social network-knowledge sharing#NA 2 0.3
## Social trust-knowledge sharing#NA 2 0.3
## state negative affect-counterproductive work behavior#NA 2 0.3
## state negative affect-self-regulatory capacity impairment#NA 2 0.3
## subjective norm-actual system use#Masculinity 2 0.3
## Subjective norm-knowledge sharing#NA 2 0.3
## Subjective Well-being-Job Performance#Femininity 2 0.3
## Subjective Well-being-Job Performance#Masculinity 4 0.5
## supervisor transformational leadership-Individual-level employee innovation#NA 11 1.4
## supervisor transformational leadership-Team-level employee innovation#NA 11 1.4
## Task interdependence-Overall team performance#NA 2 0.3
## Task interdependence-Relational team functioning#NA 2 0.3
## Task interdependence-Task-focused team functioning#NA 2 0.3
## Tasked-focused leadership-Team Effectiveness#NA 2 0.3
## Transformational Leadership-Commitment to change#Masculinity 2 0.3
## Transformational Leadership-Support for change#Masculinity 2 0.3
## Trust-Organizational Justice#Masculinity 2 0.3
## Trust-Procedural justice#Masculinity 2 0.3
## Turnover intention-Organizational Justice#Masculinity 2 0.3
## Turnover intention-Procedural justice#Masculinity 2 0.3
## Turnover intention-Turnover behavior#Femininity 2 0.3
## Turnover intention-Turnover behavior#Masculinity 4 0.5
## Work-Family Enrichment-Family Satisfaction#Femininity 1 0.1
## Work-Family Enrichment-Family Satisfaction#Masculinity 1 0.1
## Work-Family Enrichment-Job Performance#Femininity 2 0.3
## Work-Family Enrichment-Job Performance#Masculinity 1 0.1
## Work-Family Enrichment-Job Satisfaction#Femininity 2 0.3
## Work-Family Enrichment-Job Satisfaction#Masculinity 1 0.1
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Organization Commitment#Femininity 1 0.1
## Work-Family Enrichment-Organization Commitment#Masculinity 1 0.1
## Work-Family Enrichment-Psychological Distress#Femininity 1 0.1
## Work-Family Enrichment-Psychological Distress#Masculinity 1 0.1
## Work-Family Enrichment-Turnover Intention#Femininity 1 0.1
## Work-Family Enrichment-Turnover Intention#Masculinity 1 0.1
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Work Engagement#Femininity 2 0.3
## Work-Family Enrichment-Work Engagement#Masculinity 1 0.1
## ───────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 393## TABLE 5b. IB and OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#Masculinity 2 4.2
## Collective Employee Turnover-Organizational Performance#Femininity 2 4.2
## Collective Employee Turnover-Organizational Performance#Masculinity 1 2.1
## Collective Employee Turnover-Organizational Performance#NA 4 8.3
## collective turnover-Organizational performance#Femininity 2 4.2
## collective turnover-Organizational performance#Masculinity 1 2.1
## collective turnover-Organizational performance#NA 4 8.3
## Contractual governance-Trust#Femininity 1 2.1
## Contractual governance-Trust#Masculinity 4 8.3
## Core product quality-Behavioural intentions#Masculinity 2 4.2
## Emotional intelligence-service quality#Femininity 1 2.1
## Emotional intelligence-service quality#Masculinity 1 2.1
## Emotional intelligence-service quality#NA 6 12.5
## Employee performance-firm performance#Femininity 1 2.1
## Employee performance-firm performance#Masculinity 1 2.1
## Employee satisfaction-firm performance#Masculinity 2 4.2
## Entrepreneurial Self Efficacy-Firm Performance#NA 2 4.2
## Intra-organizational Trust-Organizational performance#Masculinity 2 4.2
## Management support-firm performance#Masculinity 2 4.2
## Organizational commitment-firm performance#Masculinity 3 6.2
## Service innovation-Firm performance#NA 4 8.3
## ───────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 21## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#Masculinity 4 0.9
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#Masculinity 2 0.5
## Attracting Societal Institutional Factor-strategic process#Masculinity 2 0.5
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#Masculinity 2 0.5
## Detering Economic Institutional Factor-organizational resource#Masculinity 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-strategic process#Masculinity 2 0.5
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#Femininity 2 0.5
## Detering Societal Institutional Factor-general performance#Masculinity 7 1.6
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-internationalization#Femininity 5 1.1
## Detering Societal Institutional Factor-internationalization#Masculinity 6 1.4
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Innovation-general performance#Femininity 4 0.9
## Innovation-general performance#Masculinity 5 1.1
## Internationalization-general performance#Femininity 3 0.7
## Internationalization-general performance#Masculinity 2 0.5
## Internationalization-general performance#NA 5 1.1
## Internationalization-non-marketing outcome#Femininity 1 0.2
## Internationalization-non-marketing outcome#Masculinity 1 0.2
## Internationalization-non-marketing outcome#NA 5 1.1
## non-marketing outcome-non-marketing outcome#Masculinity 2 0.5
## organizational capability-general performance#Femininity 2 0.5
## organizational capability-general performance#Masculinity 10 2.3
## organizational capability-general performance#NA 13 2.9
## organizational capability-innovation#Masculinity 4 0.9
## organizational capability-internationalization#Femininity 1 0.2
## organizational capability-internationalization#Masculinity 1 0.2
## organizational capability-internationalization#NA 5 1.1
## organizational capability-marketing outcome#Masculinity 2 0.5
## organizational capability-marketing outcome#NA 2 0.5
## organizational resource-general performance#Femininity 2 0.5
## organizational resource-general performance#Masculinity 17 3.8
## organizational resource-general performance#NA 18 4.1
## organizational resource-innovation#Masculinity 4 0.9
## organizational resource-innovation#NA 8 1.8
## organizational resource-Innovation#NA 12 2.7
## organizational resource-marketing outcome#Femininity 1 0.2
## organizational resource-marketing outcome#Masculinity 9 2.0
## organizational resource-marketing outcome#NA 12 2.7
## organizational resource-non-marketing outcome#Masculinity 4 0.9
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-organizational capability#Masculinity 6 1.4
## organizational resource-organizational resource#Masculinity 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## strategic orientation-general performance#Femininity 5 1.1
## strategic orientation-general performance#Masculinity 4 0.9
## strategic orientation-strategic process#Masculinity 12 2.7
## strategic process-general performance#Femininity 45 10.2
## strategic process-general performance#Masculinity 71 16.1
## strategic process-general performance#NA 22 5.0
## strategic process-innovation#Masculinity 2 0.5
## strategic process-marketing outcome#Femininity 2 0.5
## strategic process-marketing outcome#Masculinity 4 0.9
## strategic process-marketing outcome#NA 14 3.2
## strategic process-non-marketing outcome#Femininity 2 0.5
## strategic process-non-marketing outcome#Masculinity 4 0.9
## strategic process-organizational capability#NA 10 2.3
## strategy process-general performance#Femininity 1 0.2
## strategy process-general performance#Masculinity 1 0.2
## strategy process-general performance#NA 10 2.3
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 64## TABLE 3o. OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#Femininity 4 0.5
## abusive supervision-contextual performance#Masculinity 4 0.5
## abusive supervision-counterproductive behavior#Femininity 2 0.3
## abusive supervision-counterproductive behavior#Masculinity 2 0.3
## abusive supervision-focal performance#Femininity 1 0.1
## abusive supervision-focal performance#Masculinity 1 0.1
## abusive supervision-justice#Femininity 1 0.1
## abusive supervision-justice#Masculinity 1 0.1
## abusive supervision-response#Femininity 2 0.3
## abusive supervision-response#Masculinity 2 0.3
## abusive supervision-satisfaction#Femininity 1 0.1
## abusive supervision-satisfaction#Masculinity 1 0.1
## Agreeableness-commitment#NA 8 1.0
## change-oriented leader behavior-change-oriented leader behavior#Femininity 2 0.3
## change-oriented leader behavior-change-oriented leader behavior#Masculinity 4 0.5
## change-oriented leader behavior-commitment#Masculinity 2 0.3
## change-oriented leader behavior-contextual performance#NA 11 1.4
## change-oriented leader behavior-focal performance#NA 11 1.4
## change-oriented leader behavior-motivation to work#Masculinity 2 0.3
## collective attitudes/perception-withdraw#Femininity 2 0.3
## collective attitudes/perception-withdraw#Masculinity 1 0.1
## collective attitudes/perception-withdraw#NA 4 0.5
## commitment-commitment#Masculinity 10 1.3
## commitment-commitment#NA 4 0.5
## commitment-contextual performance#Masculinity 3 0.4
## commitment-contextual performance#NA 11 1.4
## commitment-justice#Masculinity 4 0.5
## commitment-response#Masculinity 3 0.4
## commitment-response#NA 5 0.6
## commitment-task performance#Masculinity 3 0.4
## commitment-task performance#NA 3 0.4
## Conscientiousness-commitment#NA 8 1.0
## contextual performance-commitment#Masculinity 2 0.3
## contextual performance-contextual performance#Masculinity 4 0.5
## contextual performance-contextual performance#NA 16 2.0
## contextual performance-focal performance#Masculinity 2 0.3
## contextual performance-relational-oriented leader behavior#Masculinity 1 0.1
## contextual performance-Relationship quality#Masculinity 2 0.3
## demographics-commitment#Masculinity 6 0.8
## demographics-commitment#NA 6 0.8
## demographics-demographics#Femininity 1 0.1
## demographics-demographics#Masculinity 1 0.1
## demographics-response#Femininity 2 0.3
## demographics-response#Masculinity 6 0.8
## demographics-Task Performance#NA 36 4.5
## Emotional Stability-commitment#NA 8 1.0
## Extraversion-commitment#NA 10 1.3
## justice-commitment#NA 2 0.3
## justice-mental health#Masculinity 1 0.1
## justice-mental health#NA 1 0.1
## justice-response#Masculinity 4 0.5
## justice-response#NA 4 0.5
## KSAO-commitment#Masculinity 7 0.9
## KSAO-commitment#NA 7 0.9
## KSAO-demographics#Femininity 1 0.1
## KSAO-demographics#Masculinity 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-task performance#Femininity 1 0.1
## KSAO-task performance#Masculinity 1 0.1
## KSAO-task performance#NA 6 0.8
## leader mistreatment-counterproductive behavior#NA 2 0.3
## leader mistreatment-negative emotion#NA 2 0.3
## leader mistreatment-response#NA 2 0.3
## motivation to work-contextual performance#NA 10 1.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#NA 2 0.3
## negative emotion-response#NA 2 0.3
## Neuroticism-motivation to work#Femininity 1 0.1
## Neuroticism-motivation to work#Masculinity 1 0.1
## Neuroticism-motivation to work#NA 2 0.3
## Openness to Experience-commitment#NA 8 1.0
## perceived fit-commitment#Femininity 5 0.6
## perceived fit-commitment#Masculinity 25 3.1
## perceived fit-commitment#NA 2 0.3
## perceived fit-perceived fit#Femininity 1 0.1
## perceived fit-response#Femininity 3 0.4
## perceived fit-response#Masculinity 30 3.8
## perceived fit-response#NA 2 0.3
## perceived fit-satisfaction#Femininity 6 0.8
## perceived fit-satisfaction#Masculinity 28 3.5
## perceived fit-satisfaction#NA 2 0.3
## perceived fit-task performance#Masculinity 22 2.8
## perceived fit-task performance#NA 4 0.5
## perception of support-commitment#NA 4 0.5
## perception of support-contextual performance#NA 10 1.3
## perception of support-focal performance#NA 2 0.3
## perception of support-job involvement#NA 2 0.3
## perception of support-response#NA 6 0.8
## perception of support-satisfaction#NA 2 0.3
## perceptions of support-commitment#Masculinity 5 0.6
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-demographics#Masculinity 4 0.5
## perceptions of support-KSAO#Masculinity 4 0.5
## perceptions of support-motivation to work#Masculinity 2 0.3
## perceptions of support-perceptions of support#Masculinity 2 0.3
## perceptions of support-relational-oriented leader behavior#Masculinity 2 0.3
## perceptions of support-response#Masculinity 2 0.3
## perceptions of support-satisfaction#Masculinity 2 0.3
## producer-commitment#Masculinity 13 1.6
## producer-commitment#NA 5 0.6
## producer-perceptions of support#Femininity 6 0.8
## producer-perceptions of support#Masculinity 6 0.8
## producer-producer#Femininity 3 0.4
## producer-producer#Masculinity 3 0.4
## producer-response#Femininity 4 0.5
## producer-response#Masculinity 2 0.3
## producer-response#NA 8 1.0
## psychological characteristics-contextual performance#NA 2 0.3
## public service motivation-demographics#Masculinity 6 0.8
## relational-oriented leader behavior-commitment#NA 4 0.5
## relational-oriented leader behavior-contextual performance#NA 2 0.3
## relational-oriented leader behavior-focal performance#NA 2 0.3
## relational-oriented leader behavior-justice#NA 6 0.8
## relational-oriented leader behavior-response#NA 2 0.3
## relational-oriented leader behavior-satisfaction#NA 2 0.3
## relational-oriented leader behavior-task performance#Femininity 1 0.1
## relational-oriented leader behavior-task performance#Masculinity 3 0.4
## relational-oriented leader behavior-team effectiveness#NA 2 0.3
## relational-oriented leader behavior-Work-family balance#NA 16 2.0
## response-counterproductive behavior#NA 2 0.3
## response-justice#Masculinity 4 0.5
## response-perceptions of support#Femininity 3 0.4
## response-perceptions of support#Masculinity 3 0.4
## response-producer#Femininity 6 0.8
## response-producer#Masculinity 6 0.8
## response-response#NA 2 0.3
## response-withdraw#Femininity 2 0.3
## response-withdraw#Masculinity 4 0.5
## satisfaction-commitment#Masculinity 3 0.4
## satisfaction-commitment#NA 3 0.4
## satisfaction-contextual performance#NA 2 0.3
## satisfaction-focal performance#Masculinity 2 0.3
## satisfaction-justice#Masculinity 8 1.0
## satisfaction-perceptions of support#Femininity 3 0.4
## satisfaction-perceptions of support#Masculinity 3 0.4
## satisfaction-producer#Femininity 6 0.8
## satisfaction-producer#Masculinity 6 0.8
## satisfaction-response#NA 2 0.3
## satisfaction-task performance#Masculinity 2 0.3
## Self-enjoyment-contextual performance#NA 8 1.0
## Social network-contextual performance#NA 2 0.3
## Subjective norm-actual system use#Masculinity 2 0.3
## Subjective norm-contextual performance#NA 2 0.3
## Subjective Well-being-focal performance#Femininity 2 0.3
## Subjective Well-being-focal performance#Masculinity 4 0.5
## task-oriented behavior-team effectiveness#NA 2 0.3
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#Masculinity 6 0.8
## team structure-focal performance#NA 4 0.5
## team structure-team functioning#NA 8 1.0
## value-based and moral leader behavior-commitment#Femininity 1 0.1
## value-based and moral leader behavior-commitment#Masculinity 1 0.1
## value-based and moral leader behavior-commitment#NA 4 0.5
## value-based and moral leader behavior-contextual performance#Femininity 1 0.1
## value-based and moral leader behavior-contextual performance#Masculinity 1 0.1
## value-based and moral leader behavior-contextual performance#NA 4 0.5
## value-based and moral leader behavior-Job involvement#NA 2 0.3
## value-based and moral leader behavior-KSAO#NA 2 0.3
## value-based and moral leader behavior-perceptions of support#Femininity 1 0.1
## value-based and moral leader behavior-perceptions of support#Masculinity 1 0.1
## value-based and moral leader behavior-task performance#Femininity 1 0.1
## value-based and moral leader behavior-task performance#Masculinity 1 0.1
## value-based and moral leader behavior-task performance#NA 2 0.3
## withdraw-withdraw#Femininity 1 0.1
## withdraw-withdraw#Masculinity 1 0.1
## withdraw-withdraw#NA 4 0.5
## work-family balance-commitment#Femininity 1 0.1
## work-family balance-commitment#Masculinity 1 0.1
## work-family balance-Family Satisfaction#Femininity 1 0.1
## work-family balance-Family Satisfaction#Masculinity 1 0.1
## work-family balance-focal performance#Femininity 2 0.3
## work-family balance-focal performance#Masculinity 1 0.1
## work-family balance-job involvement#Femininity 2 0.3
## Work-family balance-Job involvement#Femininity 3 0.4
## work-family balance-job involvement#Masculinity 1 0.1
## Work-family balance-Job involvement#Masculinity 3 0.4
## Work-family balance-Life satisfaction#Femininity 1 0.1
## Work-family balance-Life satisfaction#Masculinity 1 0.1
## Work-family balance-Mental health & well-being#Femininity 1 0.1
## Work-family balance-Mental health & well-being#Masculinity 1 0.1
## work-family balance-response#Femininity 2 0.3
## Work-family balance-response#Femininity 4 0.5
## work-family balance-response#Masculinity 2 0.3
## Work-family balance-response#Masculinity 4 0.5
## work-family balance-response#NA 1 0.1
## work-family balance-satisfaction#Femininity 3 0.4
## Work-family balance-satisfaction#Femininity 6 0.8
## work-family balance-satisfaction#Masculinity 2 0.3
## Work-family balance-satisfaction#Masculinity 6 0.8
## work-family balance-satisfaction#NA 1 0.1
## Work-family balance-Work-family balance#Femininity 8 1.0
## Work-family balance-Work-family balance#Masculinity 8 1.0
## ───────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 193## TABLE 3b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────
## commitment-general performance#Masculinity 3 6.2
## KSAO-non-marketing outcome#Femininity 1 2.1
## KSAO-non-marketing outcome#Masculinity 1 2.1
## KSAO-non-marketing outcome#NA 6 12.5
## motivation to work-general performance#NA 2 4.2
## non-marketing outcome-behavioural intentions#Masculinity 4 8.3
## organizational capability-satisfaction#Femininity 1 2.1
## organizational capability-satisfaction#Masculinity 4 8.3
## perceptions of support-general performance#Masculinity 2 4.2
## satisfaction-general performance#Masculinity 2 4.2
## satisfation-general performance#Masculinity 2 4.2
## Service innovation-general performance#NA 4 8.3
## task performance-general performance#Femininity 1 2.1
## task performance-general performance#Masculinity 1 2.1
## withdraw-general performance#Femininity 4 8.3
## withdraw-general performance#Masculinity 2 4.2
## withdraw-general performance#NA 8 16.7
## ────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 17## TABLE 4i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#Masculinity 6 1.4
## Attracting Institutional Factor-xxxinternal environment#Masculinity 2 0.5
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#Femininity 7 1.6
## Detering Institutional Factor-Organizational Outcome#Masculinity 15 3.4
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-xxxinternal environment#Masculinity 3 0.7
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Organizational Outcome-Organizational Outcome#Femininity 8 1.8
## Organizational Outcome-Organizational Outcome#Masculinity 10 2.3
## Organizational Outcome-Organizational Outcome#NA 12 2.7
## xxxinternal environment-Organizational Outcome#Femininity 61 13.8
## xxxinternal environment-Organizational Outcome#Masculinity 137 31.0
## xxxinternal environment-organizational outcome#NA 4 0.9
## xxxinternal environment-Organizational Outcome#NA 114 25.8
## xxxinternal environment-xxxinternal environment#Masculinity 21 4.8
## xxxinternal environment-xxxinternal environment#NA 13 2.9
## ─────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 18## TABLE 4o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────
## attitudes-behaviors#Masculinity 2 0.3
## attitudes-behaviors#NA 2 0.3
## bahaviors-team effectiveness#Femininity 1 0.1
## bahaviors-team effectiveness#Masculinity 1 0.1
## bahaviors-team effectiveness#NA 4 0.5
## behaviors-behaviors#Masculinity 6 0.8
## behaviors-behaviors#NA 16 2.0
## behaviors-constructive leadership#Masculinity 1 0.1
## behaviors-emerging state#Masculinity 2 0.3
## behaviors-motivation#Masculinity 2 0.3
## big five-motivation#Femininity 1 0.1
## big five-motivation#Masculinity 1 0.1
## big five-motivation#NA 44 5.5
## constructive leadership-behaviors#Femininity 10 1.3
## constructive leadership-behaviors#Masculinity 12 1.5
## constructive leadership-behaviors#NA 21 2.6
## constructive leadership-constructive leadership#Femininity 2 0.3
## constructive leadership-constructive leadership#Masculinity 4 0.5
## constructive leadership-motivation#Femininity 4 0.5
## constructive leadership-motivation#Masculinity 8 1.0
## constructive leadership-motivation#NA 18 2.3
## constructive leadership-Personal characteristics#NA 2 0.3
## constructive leadership-stress#Femininity 2 0.3
## constructive leadership-stress#Masculinity 2 0.3
## constructive leadership-stress#NA 2 0.3
## constructive leadership-team effectiveness#NA 15 1.9
## Constructive Leadership-well-being#NA 16 2.0
## emerging state-behaviors#NA 2 0.3
## emerging state-team effectiveness#Femininity 2 0.3
## emerging state-team effectiveness#Masculinity 1 0.1
## emerging state-team effectiveness#NA 4 0.5
## leadership-behaviors#NA 2 0.3
## leadership-stress#NA 2 0.3
## leadership-wellbeing#NA 2 0.3
## motivation-behaviors#Masculinity 30 3.8
## motivation-behaviors#NA 46 5.8
## motivation-Constructive Leadership#Masculinity 2 0.3
## motivation-motivation#Femininity 15 1.9
## motivation-motivation#Masculinity 92 11.5
## motivation-motivation#NA 24 3.0
## motivation-personal characteristics#Masculinity 6 0.8
## motivation-Personal characteristics#Masculinity 8 1.0
## motivation-stress#Femininity 9 1.1
## motivation-stress#Masculinity 45 5.6
## motivation-stress#NA 19 2.4
## motivation-team effectiveness#Masculinity 2 0.3
## motivation-well-being#Masculinity 1 0.1
## motivation-well-being#NA 1 0.1
## Personal characteristics-behaviors#Femininity 1 0.1
## Personal characteristics-behaviors#Masculinity 1 0.1
## personal characteristics-behaviors#NA 2 0.3
## Personal characteristics-behaviors#NA 18 2.3
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#Masculinity 13 1.6
## Personal characteristics-motivation#NA 13 1.6
## personal characteristics-personal characteristics#Femininity 1 0.1
## Personal characteristics-Personal characteristics#Femininity 1 0.1
## personal characteristics-personal characteristics#Masculinity 1 0.1
## Personal characteristics-Personal characteristics#Masculinity 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## Personal characteristics-stress#Femininity 2 0.3
## Personal characteristics-stress#Masculinity 6 0.8
## stress-behaviors#Femininity 2 0.3
## stress-behaviors#Masculinity 4 0.5
## stress-behaviors#NA 2 0.3
## stress-motivation#Femininity 9 1.1
## stress-motivation#Masculinity 26 3.3
## stress-motivation#NA 5 0.6
## stress-stress#Femininity 13 1.6
## stress-stress#Masculinity 11 1.4
## stress-stress#NA 10 1.3
## team input-behaviors#Masculinity 6 0.8
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#NA 4 0.5
## team input-team process#NA 10 1.3
## well-being-behaviors#Femininity 4 0.5
## well-being-behaviors#Masculinity 5 0.6
## well-being-behaviors#NA 8 1.0
## well-being-motivation#Femininity 15 1.9
## well-being-motivation#Masculinity 13 1.6
## well-being-motivation#NA 1 0.1
## well-being-stress#Femininity 6 0.8
## well-being-stress#Masculinity 6 0.8
## well-being-stress#NA 1 0.1
## well-being-well-being#Femininity 11 1.4
## well-being-well-being#Masculinity 11 1.4
## wellbeing-behaviors#NA 2 0.3
## wellbeing-stress#NA 2 0.3
## ──────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 88## TABLE 4b. IB and OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#Femininity 1 2.1
## behaviors-Organizational Outcome#Masculinity 1 2.1
## behaviors-Organizational Outcome#NA 4 8.3
## motivation-Organizational Outcome#Masculinity 9 18.8
## motivation-Organizational Outcome#NA 2 4.2
## Organizational Outcome-attitudes#Masculinity 4 8.3
## Personal characteristics-organizational outcome#Femininity 1 2.1
## Personal characteristics-organizational outcome#Masculinity 1 2.1
## Personal characteristics-organizational outcome#NA 6 12.5
## team effectiveness-Organizational Outcome#Femininity 4 8.3
## team effectiveness-Organizational Outcome#Masculinity 2 4.2
## team effectiveness-Organizational Outcome#NA 8 16.7
## xxxinternal environment-motivation#Femininity 1 2.1
## xxxinternal environment-motivation#Masculinity 4 8.3
## ───────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 14## TABLE 5i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#Low 2 0.5
## Absorptive capacity(ACAP)-Innovation#Low 2 0.5
## Aesthetic quality-Perceived value#Low 2 0.5
## alignment mechanism-performance#Low 2 0.5
## assest specificity-governance structures#Low 2 0.5
## assest specificity-hierarchical governance#Low 2 0.5
## assest specificity-relational governance#Low 2 0.5
## blockholders-performance#Low 2 0.5
## board independence-performance#Low 2 0.5
## breadth of knowledge sources-Environmental innovation#Low 2 0.5
## Business planning-Performance#High 1 0.2
## Business planning-Performance#Low 1 0.2
## Business ties-Firm performance#NA 2 0.5
## CEO duality-performance#Low 2 0.5
## CEO pay-performance#Low 2 0.5
## Cohesive Networks-Innovation#High 1 0.2
## Cohesive Networks-Innovation#Low 1 0.2
## Cohesive Networks-Innovation#NA 8 1.8
## Contextual distance-international strategic alliances(ISA) performance#Low 2 0.5
## Corporate Reputation-Corporate social performance#Low 1 0.2
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Customer Commitment#Low 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Loyalty#Low 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Trust#Low 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Future Financial Performance#Low 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#Low 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate venturing-Overall performance#High 3 0.7
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#High 2 0.5
## Cultural differences-Entry strategy#Low 1 0.2
## Cultural differences-Overall performance#High 2 0.5
## Cultural differences-Overall performance#Low 1 0.2
## Cultural Distance-Performance#Low 4 0.9
## Cultural Distance-Performance#NA 12 2.7
## Customer demand-Environmental innovation#Low 2 0.5
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#High 1 0.2
## Diverse Networks-Innovation#Low 1 0.2
## Diverse Networks-Innovation#NA 8 1.8
## Dynamic capabilities-Firm performance#High 1 0.2
## Dynamic capabilities-Firm performance#Low 3 0.7
## Dynamic capabilities-Firm performance#NA 8 1.8
## Efficiency-firm performance#High 3 0.7
## Efficiency-firm performance#Low 2 0.5
## Environmental innovation-organization performance#Low 2 0.5
## environmental management practices-firm performance#High 1 0.2
## environmental management practices-firm performance#Low 1 0.2
## environmental management practices-firm performance#NA 10 2.3
## Environmental management system(EMS)-Environmental innovation#Low 2 0.5
## executive compensation-corporate performance#High 17 3.8
## executive compensation-corporate performance#Low 12 2.7
## Export Market Orientation-Performance-related consequences#NA 7 1.6
## Export Market Orientation-Strategy-related consequences#NA 7 1.6
## family firms-financial performance#High 1 0.2
## family firms-financial performance#Low 1 0.2
## family firms-financial performance#NA 6 1.4
## family involvement-financial performance#NA 4 0.9
## Firm Capabilities-Export Market Orientation#NA 7 1.6
## Firm Risk-Corporate Reputation#Low 1 0.2
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#Low 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## firm size-Environmental innovation#Low 2 0.5
## green innovation-financial performance#NA 2 0.5
## High-performance work practices (HPWPs)-Business Performance#High 15 3.4
## High-performance work practices (HPWPs)-Business Performance#Low 13 2.9
## host country risk-foreign ownership strategy#High 6 1.4
## host country risk-foreign ownership strategy#Low 2 0.5
## host country risk-foreign ownership strategy#NA 4 0.9
## HR practices-firm performance#High 3 0.7
## HR practices-firm performance#Low 1 0.2
## Innovation-firm performance#High 4 0.9
## Innovation-firm performance#Low 2 0.5
## Innovation-Overall performance#High 3 0.7
## innovation-SME performance#NA 3 0.7
## insitutional investors-performance#Low 2 0.5
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#Low 2 0.5
## International Business Combination-Firm Performance#High 2 0.5
## International Business Combination-Firm Performance#Low 1 0.2
## Internationalization-family firm performance#High 1 0.2
## Internationalization-family firm performance#Low 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-firm performance#High 20 4.5
## Internationalization-firm performance#Low 12 2.7
## investment mechanism-performance#Low 2 0.5
## Knowledge-Friendly Organisational Culture-Organizational Performance#High 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Low 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Leadership-firm performance#High 2 0.5
## Leadership-firm performance#Low 1 0.2
## Long-term institutional ownership-Corporate Reputation#Low 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## managerial ownership-performance#Low 2 0.5
## Managerial ties-Firm performance#NA 2 0.5
## Market Concentration-Environmental innovation#Low 2 0.5
## Media Visibility-Corporate Reputation#Low 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Low 2 0.5
## monitoring mechnism-performance#Low 2 0.5
## Non-VRIN resources-accounting performance#Low 2 0.5
## Non-VRIN resources-market performance#Low 2 0.5
## Non-VRIN resources-performance#Low 2 0.5
## organizational capabilities-firm performance#High 2 0.5
## organizational capabilities-firm performance#Low 1 0.2
## organizational social capital-firm performance#High 2 0.5
## organizational social capital-firm performance#Low 1 0.2
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#NA 2 0.5
## Proactive environmental strategies-Economic performance#Low 2 0.5
## Proactive environmental strategies-Environment performance#Low 2 0.5
## Productivity Measurement and Enhancement System (ProMES)-productivity#High 2 0.5
## Productivity Measurement and Enhancement System (ProMES)-productivity#Low 2 0.5
## Regulation-Environmental innovation#Low 2 0.5
## Regulation-Proactive environmental strategies#Low 2 0.5
## Resource dependence-alliance#Low 2 0.5
## Resource dependence-board interlock#Low 2 0.5
## Resource dependence-Interorganizational arrangements#Low 2 0.5
## Resource dependence-joint venture#Low 2 0.5
## Resource dependence-M&A#Low 2 0.5
## Resources-accounting performance#Low 2 0.5
## Resources-market performance#Low 2 0.5
## Resources-performance#Low 2 0.5
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#NA 6 1.4
## Stakeholder norms-Proactive environmental strategies#Low 2 0.5
## state ownership-performance#Low 1 0.2
## Strategic performance measurement systems-Financial Performance#High 1 0.2
## Strategic performance measurement systems-Financial Performance#Low 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#High 1 0.2
## Strategic performance measurement systems-General Performance#Low 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-Strategic Capabilities#High 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#Low 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#NA 8 1.8
## Strategic renewal-Overall performance#High 3 0.7
## Subsidy-Environmental innovation#Low 2 0.5
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#Low 2 0.5
## VC investments-VC funded firm performance#High 1 0.2
## VC investments-VC funded firm performance#Low 1 0.2
## VRIN resources-accounting performance#Low 2 0.5
## VRIN resources-market performance#Low 2 0.5
## VRIN resources-performance#Low 2 0.5
## ──────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#High 2 0.3
## abusive supervision-Job satisfaction#High 2 0.3
## abusive supervision-OCBI#High 2 0.3
## abusive supervision-OCBO#High 2 0.3
## abusive supervision-organization directed deviance#High 2 0.3
## abusive supervision-organizational citizenship behavior#High 2 0.3
## abusive supervision-Procedural justice#High 2 0.3
## abusive supervision-Subordinate work performance#High 2 0.3
## abusive supervision-Supervisor-directed deviance#High 2 0.3
## abusive supervision-Turnover intention#High 2 0.3
## abusive supervision-Voice#High 2 0.3
## Affective commitment-Organizational citizenship behavior#NA 2 0.3
## Affective commitment to change-Continuance commitment to change#High 2 0.3
## Affective commitment to change-Normative commitment to change#High 2 0.3
## Affective Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#High 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Age-Affective Commitment to the Organization#High 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#High 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#High 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Agreeableness-Affective commitment#NA 2 0.3
## Agreeableness-Continuance commitment#NA 2 0.3
## Agreeableness-Normative commitment#NA 2 0.3
## Agreeableness-Overall/attitudinal commitment#NA 2 0.3
## Anticipated pay increase/promotion-knowledge sharing#NA 2 0.3
## collective attitudes/perception-Collective turnover#High 3 0.4
## collective attitudes/perception-Collective turnover#NA 4 0.5
## Communication-knowledge sharing#NA 2 0.3
## Competitive goal interdependence-open-minded discussion#High 1 0.1
## Competitive goal interdependence-open-minded discussion#Low 1 0.1
## Congruence-Satisfaction#High 1 0.1
## Congruence-Satisfaction#Low 1 0.1
## Conscientiousness-Affective commitment#NA 2 0.3
## Conscientiousness-Continuance commitment#NA 2 0.3
## Conscientiousness-Normative commitment#NA 2 0.3
## Conscientiousness-Overall/attitudinal commitment#NA 2 0.3
## Continuance commitment-Organizational citizenship behavior#NA 2 0.3
## Continuance commitment to change-Normative commitment to change#High 2 0.3
## Continuance Commitment to the Organization-Affective Commitment to the Organization#High 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#High 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#High 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Cooperative goal interdependence-open-minded discussion#High 1 0.1
## Cooperative goal interdependence-open-minded discussion#Low 1 0.1
## creativity-innovation#High 1 0.1
## creativity-innovation#Low 1 0.1
## creativity-innovation#NA 4 0.5
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#High 1 0.1
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#High 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#High 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Emotional Exhaustion-Job Control#High 5 0.6
## Emotional Exhaustion-Job Control#Low 1 0.1
## Emotional Exhaustion-Job demands #High 5 0.6
## Emotional Exhaustion-Job demands #Low 1 0.1
## Emotional exhaustion-turnover intention#NA 2 0.3
## Emotional Exhaustion-workplace Support#High 5 0.6
## Emotional Exhaustion-workplace Support#Low 1 0.1
## Emotional Intelligence-Entrepreneurial intention#High 1 0.1
## Emotional Intelligence-Entrepreneurial intention#Low 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Job Performance#High 1 0.1
## Emotional Intelligence-Job Performance#Low 1 0.1
## Emotional Intelligence-Job Performance#NA 6 0.8
## Emotional Stability-Affective commitment#NA 2 0.3
## Emotional Stability-Continuance commitment#NA 2 0.3
## Emotional Stability-Normative commitment#NA 2 0.3
## Emotional Stability-Overall/attitudinal commitment#NA 2 0.3
## Extraversion-Affective commitment#NA 2 0.3
## Extraversion-Continuance commitment#NA 4 0.5
## Extraversion-Normative commitment#NA 2 0.3
## Extraversion-Overall/attitudinal commitment#NA 2 0.3
## fairness-affective organizational commitment#NA 2 0.3
## Family-Work Enrichment-Job Satisfaction#High 2 0.3
## Gender-Affective Commitment to the Organization#High 1 0.1
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#High 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-depersonalization#High 2 0.3
## Gender-depersonalization#Low 2 0.3
## Gender-Emotional exhaustion#High 2 0.3
## Gender-Emotional exhaustion#Low 2 0.3
## Gender-entrepreneurial intention#High 1 0.1
## Gender-entrepreneurial intention#Low 1 0.1
## Gender-Normative Commitment to the Organization#High 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender Differences-Negotiation Performance#NA 12 1.5
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#Low 2 0.3
## Idiosyncratic deals-Age#Low 2 0.3
## Idiosyncratic deals-Education#Low 2 0.3
## Idiosyncratic deals-Female#Low 2 0.3
## Idiosyncratic deals-Job satisfaction#Low 2 0.3
## Idiosyncratic deals-LMX#Low 2 0.3
## Idiosyncratic deals-Organizational tenure#Low 2 0.3
## Idiosyncratic deals-perceived organizational support#Low 2 0.3
## Idiosyncratic deals-Proactive personality#Low 2 0.3
## Idiosyncratic deals-Turnover intention#Low 2 0.3
## Independent goal interdependence-open-minded discussion#High 1 0.1
## Independent goal interdependence-open-minded discussion#Low 1 0.1
## Intra-organizational Trust-Individual performance#Low 2 0.3
## Intra-organizational Trust-Team performance#Low 2 0.3
## Job Control-(reduced) personal accomplishment#NA 2 0.3
## Job Control-depersonalisation#NA 2 0.3
## Job Control-emotional exhaustion#NA 2 0.3
## Job Control-workplace Support#High 5 0.6
## Job Control-workplace Support#Low 1 0.1
## Job demands -Job Control#High 5 0.6
## Job demands -Job Control#Low 1 0.1
## Job demands -workplace Support#High 5 0.6
## Job demands -workplace Support#Low 1 0.1
## Job satisfaction-Job Control#High 5 0.6
## Job satisfaction-Job Control#Low 1 0.1
## Job satisfaction-Job demands #High 5 0.6
## Job satisfaction-Job demands #Low 1 0.1
## Job satisfaction-Organizational Justice#High 1 0.1
## Job satisfaction-Organizational Justice#Low 1 0.1
## Job satisfaction-Procedural justice#High 1 0.1
## Job satisfaction-Procedural justice#Low 1 0.1
## Job satisfaction-turnover intention#NA 2 0.3
## Job satisfaction-workplace Support#High 5 0.6
## Job satisfaction-workplace Support#Low 1 0.1
## leader-member exchange-family-work enrichment#NA 4 0.5
## leader-member exchange-Family interference with work#NA 4 0.5
## leader-member exchange-Work-family enrichment#NA 4 0.5
## leader-member exchange-Work interference with family#NA 4 0.5
## Leader–Member Exchange-Distributive justice#NA 2 0.3
## Leader–Member Exchange-Interactional justice#NA 2 0.3
## Leader–Member Exchange-Organizational citizenship behavior#NA 2 0.3
## Leader–Member Exchange-Procedural justice#NA 2 0.3
## Leader–Member Exchange-Task performance#NA 2 0.3
## Leader Member Exchange-Affective commitment#NA 2 0.3
## Leader Member Exchange-Job satisfaction#NA 2 0.3
## Leader Member Exchange-Normative commitment#NA 2 0.3
## Leader Member Exchange-Turnover intention#NA 2 0.3
## leader mistreatment-counterproductive work behavior#NA 2 0.3
## leader mistreatment-self-regulatory capacity impairment#NA 2 0.3
## leader mistreatment-state negative affect#NA 2 0.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#High 1 0.1
## Negative family-to-work spillover-Home support#Low 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#High 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Low 1 0.1
## Negative family-to-work spillover-Support from work#High 1 0.1
## Negative family-to-work spillover-Support from work#Low 1 0.1
## Negative family-to-work spillover-Work strain#High 1 0.1
## Negative family-to-work spillover-Work strain#Low 1 0.1
## Negative work-to-family spillover-Home/family strain#High 1 0.1
## Negative work-to-family spillover-Home/family strain#Low 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#High 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Low 1 0.1
## Negative work-to-family spillover-Life satisfaction#High 1 0.1
## Negative work-to-family spillover-Life satisfaction#Low 1 0.1
## Negative work-to-family spillover-Mental health & well-being#High 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Low 1 0.1
## Negative work-to-family spillover-Support from work#High 1 0.1
## Negative work-to-family spillover-Support from work#Low 1 0.1
## Negative work-to-family spillover-Work engagement#High 1 0.1
## Negative work-to-family spillover-Work engagement#Low 1 0.1
## Negative work-to-family spillover-Work strain#High 1 0.1
## Negative work-to-family spillover-Work strain#Low 1 0.1
## Neuroticism-achievement motivation#High 1 0.1
## Neuroticism-achievement motivation#Low 1 0.1
## Neuroticism-achievement motivation#NA 2 0.3
## Normative commitment-Organizational citizenship behavior#NA 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization#High 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#High 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#High 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#High 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Low 2 0.3
## Occupational commitment-Affective Commitment to the Organization#High 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## open-minded discussion-Commitment#High 1 0.1
## open-minded discussion-Commitment#Low 1 0.1
## open-minded discussion-Creativity#High 1 0.1
## open-minded discussion-Creativity#Low 1 0.1
## open-minded discussion-LMX#Low 1 0.1
## open-minded discussion-Performance#High 1 0.1
## open-minded discussion-Performance#Low 1 0.1
## open-minded discussion-Relationship quality#High 1 0.1
## open-minded discussion-Relationship quality#Low 1 0.1
## Openness to Experience-Affective commitment#NA 2 0.3
## Openness to Experience-Continuance commitment#NA 2 0.3
## Openness to Experience-Normative commitment#NA 2 0.3
## Openness to Experience-Overall/attitudinal commitment#NA 2 0.3
## Organization tenure-Affective Commitment to the Organization#High 1 0.1
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#High 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#High 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organizational commitment-Organizational citizenship behavior#NA 2 0.3
## Organizational commitment-Organizational Justice#High 1 0.1
## Organizational commitment-Organizational Justice#Low 1 0.1
## Organizational commitment-Procedural justice#High 1 0.1
## Organizational commitment-Procedural justice#Low 1 0.1
## Organizational commitment-turnover intention#NA 2 0.3
## Organizational support-Affective Commitment to the Organization#High 1 0.1
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#High 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#High 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Outcome interdependence-Overall team performance#NA 2 0.3
## Outcome interdependence-Relational team functioning#NA 2 0.3
## Outcome interdependence-Task-focused team functioning#NA 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#High 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall Role Stress-affective commitment#Low 2 0.3
## Perceived organizational support-Affective commitment#NA 2 0.3
## Perceived organizational support-Job involvement#NA 2 0.3
## Perceived organizational support-Job satisfaction#NA 2 0.3
## Perceived organizational support-Normative commitment#NA 2 0.3
## Perceived organizational support-Organizational citizenship behavior#NA 2 0.3
## Perceived organizational support-Task performance#NA 2 0.3
## Perceived organizational support-turnover intention#NA 2 0.3
## Perceived organizational support-Turnover intention#NA 2 0.3
## Perceived overqualification-job performance#NA 2 0.3
## Perceived overqualification-Job Satisfaction#NA 2 0.3
## Perceived overqualification-Organizational Commitment#NA 2 0.3
## Perceived overqualification-Overall job performance#NA 2 0.3
## Perceived overqualification-Turnover intention#NA 2 0.3
## Perceived supervisor support-turnover intention#NA 2 0.3
## perceptions of unfairness-absences#Low 1 0.1
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-burnout#Low 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-mental health#Low 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-negative state#Low 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-Stress#Low 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## Person-focused leader behaviors-Subjective team performance#High 2 0.3
## Person-focused leader behaviors-Subjective team performance#Low 2 0.3
## Person-focused leadership-Team Effectiveness#NA 2 0.3
## Person–Group (P–G) Fit-Intent to quit#High 1 0.1
## Person–Group (P–G) Fit-Intent to quit#Low 5 0.6
## Person–Group (P–G) Fit-Job performance#High 1 0.1
## Person–Group (P–G) Fit-Job performance#Low 5 0.6
## Person–Group (P–G) Fit-Job satisfaction#High 1 0.1
## Person–Group (P–G) Fit-Job satisfaction#Low 6 0.8
## Person–Group (P–G) Fit-Organizational commitment#High 1 0.1
## Person–Group (P–G) Fit-Organizational commitment#Low 4 0.5
## Person–Job (P–J) Fit-Intent to quit#High 2 0.3
## Person–Job (P–J) Fit-Intent to quit#Low 5 0.6
## Person–Job (P–J) Fit-Job performance#High 1 0.1
## Person–Job (P–J) Fit-Job performance#Low 5 0.6
## Person–Job (P–J) Fit-Job satisfaction#High 3 0.4
## Person–Job (P–J) Fit-Job satisfaction#Low 6 0.8
## Person–Job (P–J) Fit-Organizational commitment#High 3 0.4
## Person–Job (P–J) Fit-Organizational commitment#Low 6 0.8
## Person–Organization (P–O) Fit-Intent to quit#High 3 0.4
## Person–Organization (P–O) Fit-Intent to quit#Low 7 0.9
## Person–Organization (P–O) Fit-Job performance#High 1 0.1
## Person–Organization (P–O) Fit-Job performance#Low 5 0.6
## Person–Organization (P–O) Fit-Job satisfaction#High 4 0.5
## Person–Organization (P–O) Fit-Job satisfaction#Low 7 0.9
## Person–Organization (P–O) Fit-Organizational commitment#High 4 0.5
## Person–Organization (P–O) Fit-Organizational commitment#Low 7 0.9
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#High 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#High 7 0.9
## Person–Supervisor (P–S) Fit-Intent to quit#Low 3 0.4
## Person–Supervisor (P–S) Fit-Job performance#High 1 0.1
## Person–Supervisor (P–S) Fit-Job performance#Low 3 0.4
## Person–Supervisor (P–S) Fit-Job satisfaction#High 1 0.1
## Person–Supervisor (P–S) Fit-Job satisfaction#Low 4 0.5
## Person–Supervisor (P–S) Fit-Organizational commitment#High 1 0.1
## Person–Supervisor (P–S) Fit-Organizational commitment#Low 4 0.5
## personnel changes-Collective turnover#High 2 0.3
## personnel changes-Collective turnover#NA 4 0.5
## Place attachment-Pro-environmental behaviour#NA 2 0.3
## Position tenure-Affective Commitment to the Organization#High 1 0.1
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Positive family-to-work spillover-Autonomy#High 1 0.1
## Positive family-to-work spillover-Autonomy#Low 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#High 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Low 1 0.1
## Positive family-to-work spillover-Support from home#High 1 0.1
## Positive family-to-work spillover-Support from home#Low 1 0.1
## Positive family-to-work spillover-Support from work#High 1 0.1
## Positive family-to-work spillover-Support from work#Low 1 0.1
## Positive family-to-work spillover-Work engagement#High 1 0.1
## Positive family-to-work spillover-Work engagement#Low 1 0.1
## Positive family-to-work spillover-Work strain#High 1 0.1
## Positive family-to-work spillover-Work strain#Low 1 0.1
## Positive work-to-family spillover-Autonomy#High 1 0.1
## Positive work-to-family spillover-Autonomy#Low 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#High 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Low 1 0.1
## Positive work-to-family spillover-Support from home#High 1 0.1
## Positive work-to-family spillover-Support from home#Low 1 0.1
## Positive work-to-family spillover-Support from work#High 1 0.1
## Positive work-to-family spillover-Support from work#Low 1 0.1
## Positive work-to-family spillover-Work engagement#High 1 0.1
## Positive work-to-family spillover-Work engagement#Low 1 0.1
## Positive work-to-family spillover-Work strain#High 1 0.1
## Positive work-to-family spillover-Work strain#Low 1 0.1
## public service motivation-age#High 1 0.1
## public service motivation-age#Low 2 0.3
## public service motivation-gender#High 1 0.1
## public service motivation-gender#Low 2 0.3
## Reciprocity-Knowledge sharing#High 1 0.1
## Reciprocity-Knowledge sharing#Low 1 0.1
## Reciprocity-Knowledge sharing#NA 6 0.8
## Rewards-Knowledge sharing#High 1 0.1
## Rewards-Knowledge sharing#Low 1 0.1
## Rewards-Knowledge sharing#NA 6 0.8
## Role ambiguity-Affective Commitment to the Organization#High 1 0.1
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role Ambiguity-affective commitment#Low 2 0.3
## Role ambiguity-Continuance Commitment to the Organization#High 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-depression#High 2 0.3
## Role ambiguity-depression#Low 1 0.1
## Role ambiguity-Normative Commitment to the Organization#High 1 0.1
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#High 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role Conflict-affective commitment#Low 2 0.3
## Role conflict-Continuance Commitment to the Organization#High 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-depression#High 2 0.3
## Role conflict-depression#Low 1 0.1
## Role conflict-turnover intention#NA 2 0.3
## Role Overload-affective commitment#Low 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#High 4 0.5
## Romance of Leadership-perception of transformational/charismatic leadership#Low 2 0.3
## Self-efficacy-Knowledge sharing#High 1 0.1
## Self-efficacy-Knowledge sharing#Low 1 0.1
## Self-efficacy-Knowledge sharing#NA 6 0.8
## Self-enjoyment-Knowledge sharing#High 1 0.1
## Self-enjoyment-Knowledge sharing#Low 1 0.1
## Self-enjoyment-Knowledge sharing#NA 6 0.8
## self-regulatory capacity impairment-counterproductive work behavior#NA 2 0.3
## Servant leadership-OCB#NA 6 0.8
## Servant leadership-Organizational commitment#NA 6 0.8
## Servant leadership-Performance#NA 4 0.5
## Servant leadership-Psychological capital#NA 2 0.3
## Servant leadership-Service climate#NA 2 0.3
## Servant leadership-Work engagement#NA 2 0.3
## Social network-knowledge sharing#NA 2 0.3
## Social trust-knowledge sharing#NA 2 0.3
## state negative affect-counterproductive work behavior#NA 2 0.3
## state negative affect-self-regulatory capacity impairment#NA 2 0.3
## subjective norm-actual system use#Low 2 0.3
## Subjective norm-knowledge sharing#NA 2 0.3
## Subjective Well-being-Job Performance#High 2 0.3
## Subjective Well-being-Job Performance#Low 4 0.5
## supervisor transformational leadership-Individual-level employee innovation#High 6 0.8
## supervisor transformational leadership-Individual-level employee innovation#Low 5 0.6
## supervisor transformational leadership-Team-level employee innovation#High 6 0.8
## supervisor transformational leadership-Team-level employee innovation#Low 5 0.6
## Task interdependence-Overall team performance#NA 2 0.3
## Task interdependence-Relational team functioning#NA 2 0.3
## Task interdependence-Task-focused team functioning#NA 2 0.3
## Tasked-focused leadership-Team Effectiveness#NA 2 0.3
## Transformational Leadership-Commitment to change#Low 2 0.3
## Transformational Leadership-Support for change#Low 2 0.3
## Trust-Organizational Justice#High 1 0.1
## Trust-Organizational Justice#Low 1 0.1
## Trust-Procedural justice#High 1 0.1
## Trust-Procedural justice#Low 1 0.1
## Turnover intention-Organizational Justice#High 1 0.1
## Turnover intention-Organizational Justice#Low 1 0.1
## Turnover intention-Procedural justice#High 1 0.1
## Turnover intention-Procedural justice#Low 1 0.1
## Turnover intention-Turnover behavior#High 3 0.4
## Turnover intention-Turnover behavior#Low 3 0.4
## Work-Family Enrichment-Family Satisfaction#High 2 0.3
## Work-Family Enrichment-Job Performance#High 3 0.4
## Work-Family Enrichment-Job Satisfaction#High 3 0.4
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Organization Commitment#High 2 0.3
## Work-Family Enrichment-Psychological Distress#High 2 0.3
## Work-Family Enrichment-Turnover Intention#High 2 0.3
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Work Engagement#High 3 0.4
## ────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 404## TABLE 5b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#Low 2 4.2
## Collective Employee Turnover-Organizational Performance#High 2 4.2
## Collective Employee Turnover-Organizational Performance#Low 1 2.1
## Collective Employee Turnover-Organizational Performance#NA 4 8.3
## collective turnover-Organizational performance#High 3 6.2
## collective turnover-Organizational performance#NA 4 8.3
## Contractual governance-Trust#High 2 4.2
## Contractual governance-Trust#Low 3 6.2
## Core product quality-Behavioural intentions#Low 2 4.2
## Emotional intelligence-service quality#High 1 2.1
## Emotional intelligence-service quality#Low 1 2.1
## Emotional intelligence-service quality#NA 6 12.5
## Employee performance-firm performance#High 2 4.2
## Employee satisfaction-firm performance#High 1 2.1
## Employee satisfaction-firm performance#Low 1 2.1
## Entrepreneurial Self Efficacy-Firm Performance#NA 2 4.2
## Intra-organizational Trust-Organizational performance#Low 2 4.2
## Management support-firm performance#High 1 2.1
## Management support-firm performance#Low 1 2.1
## Organizational commitment-firm performance#High 1 2.1
## Organizational commitment-firm performance#Low 2 4.2
## Service innovation-Firm performance#High 1 2.1
## Service innovation-Firm performance#Low 1 2.1
## Service innovation-Firm performance#NA 2 4.2
## ────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 24## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#Low 4 0.9
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#Low 2 0.5
## Attracting Societal Institutional Factor-strategic process#Low 2 0.5
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#Low 2 0.5
## Detering Economic Institutional Factor-organizational resource#Low 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-strategic process#Low 2 0.5
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#High 2 0.5
## Detering Societal Institutional Factor-general performance#Low 7 1.6
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-internationalization#High 8 1.8
## Detering Societal Institutional Factor-internationalization#Low 3 0.7
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Innovation-general performance#High 7 1.6
## Innovation-general performance#Low 2 0.5
## Internationalization-general performance#High 2 0.5
## Internationalization-general performance#Low 1 0.2
## Internationalization-general performance#NA 7 1.6
## Internationalization-non-marketing outcome#NA 7 1.6
## non-marketing outcome-non-marketing outcome#Low 2 0.5
## organizational capability-general performance#High 6 1.4
## organizational capability-general performance#Low 8 1.8
## organizational capability-general performance#NA 11 2.5
## organizational capability-innovation#Low 4 0.9
## organizational capability-internationalization#NA 7 1.6
## organizational capability-marketing outcome#Low 2 0.5
## organizational capability-marketing outcome#NA 2 0.5
## organizational resource-general performance#High 4 0.9
## organizational resource-general performance#Low 17 3.8
## organizational resource-general performance#NA 16 3.6
## organizational resource-innovation#High 2 0.5
## organizational resource-innovation#Low 6 1.4
## organizational resource-innovation#NA 4 0.9
## organizational resource-Innovation#NA 12 2.7
## organizational resource-marketing outcome#High 1 0.2
## organizational resource-marketing outcome#Low 9 2.0
## organizational resource-marketing outcome#NA 12 2.7
## organizational resource-non-marketing outcome#Low 4 0.9
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-organizational capability#Low 6 1.4
## organizational resource-organizational resource#Low 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## strategic orientation-general performance#High 8 1.8
## strategic orientation-general performance#Low 1 0.2
## strategic orientation-strategic process#Low 12 2.7
## strategic process-general performance#High 57 12.9
## strategic process-general performance#Low 59 13.3
## strategic process-general performance#NA 22 5.0
## strategic process-innovation#Low 2 0.5
## strategic process-marketing outcome#High 1 0.2
## strategic process-marketing outcome#Low 3 0.7
## strategic process-marketing outcome#NA 16 3.6
## strategic process-non-marketing outcome#High 2 0.5
## strategic process-non-marketing outcome#Low 4 0.9
## strategic process-organizational capability#High 1 0.2
## strategic process-organizational capability#Low 1 0.2
## strategic process-organizational capability#NA 8 1.8
## strategy process-general performance#High 2 0.5
## strategy process-general performance#Low 2 0.5
## strategy process-general performance#NA 8 1.8
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 63## TABLE 3o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#High 8 1.0
## abusive supervision-counterproductive behavior#High 4 0.5
## abusive supervision-focal performance#High 2 0.3
## abusive supervision-justice#High 2 0.3
## abusive supervision-response#High 4 0.5
## abusive supervision-satisfaction#High 2 0.3
## Agreeableness-commitment#NA 8 1.0
## change-oriented leader behavior-change-oriented leader behavior#High 4 0.5
## change-oriented leader behavior-change-oriented leader behavior#Low 2 0.3
## change-oriented leader behavior-commitment#Low 2 0.3
## change-oriented leader behavior-contextual performance#High 6 0.8
## change-oriented leader behavior-contextual performance#Low 5 0.6
## change-oriented leader behavior-focal performance#High 6 0.8
## change-oriented leader behavior-focal performance#Low 5 0.6
## change-oriented leader behavior-motivation to work#Low 2 0.3
## collective attitudes/perception-withdraw#High 3 0.4
## collective attitudes/perception-withdraw#NA 4 0.5
## commitment-commitment#High 10 1.3
## commitment-commitment#NA 4 0.5
## commitment-contextual performance#High 3 0.4
## commitment-contextual performance#NA 11 1.4
## commitment-justice#High 2 0.3
## commitment-justice#Low 2 0.3
## commitment-response#High 3 0.4
## commitment-response#NA 5 0.6
## commitment-task performance#High 3 0.4
## commitment-task performance#NA 3 0.4
## Conscientiousness-commitment#NA 8 1.0
## contextual performance-commitment#High 1 0.1
## contextual performance-commitment#Low 1 0.1
## contextual performance-contextual performance#High 3 0.4
## contextual performance-contextual performance#Low 5 0.6
## contextual performance-contextual performance#NA 12 1.5
## contextual performance-focal performance#High 1 0.1
## contextual performance-focal performance#Low 1 0.1
## contextual performance-relational-oriented leader behavior#Low 1 0.1
## contextual performance-Relationship quality#High 1 0.1
## contextual performance-Relationship quality#Low 1 0.1
## demographics-commitment#High 6 0.8
## demographics-commitment#NA 6 0.8
## demographics-demographics#High 1 0.1
## demographics-demographics#Low 1 0.1
## demographics-response#High 4 0.5
## demographics-response#Low 4 0.5
## demographics-Task Performance#NA 36 4.5
## Emotional Stability-commitment#NA 8 1.0
## Extraversion-commitment#NA 10 1.3
## justice-commitment#NA 2 0.3
## justice-mental health#Low 1 0.1
## justice-mental health#NA 1 0.1
## justice-response#Low 4 0.5
## justice-response#NA 4 0.5
## KSAO-commitment#High 7 0.9
## KSAO-commitment#NA 7 0.9
## KSAO-demographics#High 1 0.1
## KSAO-demographics#Low 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-task performance#High 1 0.1
## KSAO-task performance#Low 1 0.1
## KSAO-task performance#NA 6 0.8
## leader mistreatment-counterproductive behavior#NA 2 0.3
## leader mistreatment-negative emotion#NA 2 0.3
## leader mistreatment-response#NA 2 0.3
## motivation to work-contextual performance#High 1 0.1
## motivation to work-contextual performance#Low 1 0.1
## motivation to work-contextual performance#NA 8 1.0
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#NA 2 0.3
## negative emotion-response#NA 2 0.3
## Neuroticism-motivation to work#High 1 0.1
## Neuroticism-motivation to work#Low 1 0.1
## Neuroticism-motivation to work#NA 2 0.3
## Openness to Experience-commitment#NA 8 1.0
## perceived fit-commitment#High 9 1.1
## perceived fit-commitment#Low 21 2.6
## perceived fit-commitment#NA 2 0.3
## perceived fit-perceived fit#High 1 0.1
## perceived fit-response#High 13 1.6
## perceived fit-response#Low 20 2.5
## perceived fit-response#NA 2 0.3
## perceived fit-satisfaction#High 10 1.3
## perceived fit-satisfaction#Low 24 3.0
## perceived fit-satisfaction#NA 2 0.3
## perceived fit-task performance#High 4 0.5
## perceived fit-task performance#Low 18 2.3
## perceived fit-task performance#NA 4 0.5
## perception of support-commitment#NA 4 0.5
## perception of support-contextual performance#High 1 0.1
## perception of support-contextual performance#Low 1 0.1
## perception of support-contextual performance#NA 8 1.0
## perception of support-focal performance#NA 2 0.3
## perception of support-job involvement#NA 2 0.3
## perception of support-response#NA 6 0.8
## perception of support-satisfaction#NA 2 0.3
## perceptions of support-commitment#High 3 0.4
## perceptions of support-commitment#Low 2 0.3
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-demographics#Low 4 0.5
## perceptions of support-KSAO#Low 4 0.5
## perceptions of support-motivation to work#Low 2 0.3
## perceptions of support-perceptions of support#Low 2 0.3
## perceptions of support-relational-oriented leader behavior#Low 2 0.3
## perceptions of support-response#Low 2 0.3
## perceptions of support-satisfaction#Low 2 0.3
## producer-commitment#High 5 0.6
## producer-commitment#Low 8 1.0
## producer-commitment#NA 5 0.6
## producer-perceptions of support#High 10 1.3
## producer-perceptions of support#Low 2 0.3
## producer-producer#High 5 0.6
## producer-producer#Low 1 0.1
## producer-response#High 4 0.5
## producer-response#Low 2 0.3
## producer-response#NA 8 1.0
## psychological characteristics-contextual performance#NA 2 0.3
## public service motivation-demographics#High 2 0.3
## public service motivation-demographics#Low 4 0.5
## relational-oriented leader behavior-commitment#NA 4 0.5
## relational-oriented leader behavior-contextual performance#NA 2 0.3
## relational-oriented leader behavior-focal performance#NA 2 0.3
## relational-oriented leader behavior-justice#NA 6 0.8
## relational-oriented leader behavior-response#NA 2 0.3
## relational-oriented leader behavior-satisfaction#NA 2 0.3
## relational-oriented leader behavior-task performance#High 2 0.3
## relational-oriented leader behavior-task performance#Low 2 0.3
## relational-oriented leader behavior-team effectiveness#NA 2 0.3
## relational-oriented leader behavior-Work-family balance#NA 16 2.0
## response-counterproductive behavior#NA 2 0.3
## response-justice#High 2 0.3
## response-justice#Low 2 0.3
## response-perceptions of support#High 5 0.6
## response-perceptions of support#Low 1 0.1
## response-producer#High 10 1.3
## response-producer#Low 2 0.3
## response-response#NA 2 0.3
## response-withdraw#High 3 0.4
## response-withdraw#Low 3 0.4
## satisfaction-commitment#High 3 0.4
## satisfaction-commitment#NA 3 0.4
## satisfaction-contextual performance#NA 2 0.3
## satisfaction-focal performance#Low 2 0.3
## satisfaction-justice#High 4 0.5
## satisfaction-justice#Low 4 0.5
## satisfaction-perceptions of support#High 5 0.6
## satisfaction-perceptions of support#Low 1 0.1
## satisfaction-producer#High 10 1.3
## satisfaction-producer#Low 2 0.3
## satisfaction-response#NA 2 0.3
## satisfaction-task performance#Low 2 0.3
## Self-enjoyment-contextual performance#High 1 0.1
## Self-enjoyment-contextual performance#Low 1 0.1
## Self-enjoyment-contextual performance#NA 6 0.8
## Social network-contextual performance#NA 2 0.3
## Subjective norm-actual system use#Low 2 0.3
## Subjective norm-contextual performance#NA 2 0.3
## Subjective Well-being-focal performance#High 2 0.3
## Subjective Well-being-focal performance#Low 4 0.5
## task-oriented behavior-team effectiveness#NA 2 0.3
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#High 3 0.4
## team structure-contextual performance#Low 3 0.4
## team structure-focal performance#NA 4 0.5
## team structure-team functioning#NA 8 1.0
## value-based and moral leader behavior-commitment#NA 6 0.8
## value-based and moral leader behavior-contextual performance#NA 6 0.8
## value-based and moral leader behavior-Job involvement#NA 2 0.3
## value-based and moral leader behavior-KSAO#NA 2 0.3
## value-based and moral leader behavior-perceptions of support#NA 2 0.3
## value-based and moral leader behavior-task performance#NA 4 0.5
## withdraw-withdraw#High 2 0.3
## withdraw-withdraw#NA 4 0.5
## work-family balance-commitment#High 2 0.3
## work-family balance-Family Satisfaction#High 2 0.3
## work-family balance-focal performance#High 3 0.4
## work-family balance-job involvement#High 3 0.4
## Work-family balance-Job involvement#High 3 0.4
## Work-family balance-Job involvement#Low 3 0.4
## Work-family balance-Life satisfaction#High 1 0.1
## Work-family balance-Life satisfaction#Low 1 0.1
## Work-family balance-Mental health & well-being#High 1 0.1
## Work-family balance-Mental health & well-being#Low 1 0.1
## work-family balance-response#High 4 0.5
## Work-family balance-response#High 4 0.5
## Work-family balance-response#Low 4 0.5
## work-family balance-response#NA 1 0.1
## work-family balance-satisfaction#High 5 0.6
## Work-family balance-satisfaction#High 6 0.8
## Work-family balance-satisfaction#Low 6 0.8
## work-family balance-satisfaction#NA 1 0.1
## Work-family balance-Work-family balance#High 8 1.0
## Work-family balance-Work-family balance#Low 8 1.0
## ────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 192## TABLE 3b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────
## commitment-general performance#High 1 2.1
## commitment-general performance#Low 2 4.2
## KSAO-non-marketing outcome#High 1 2.1
## KSAO-non-marketing outcome#Low 1 2.1
## KSAO-non-marketing outcome#NA 6 12.5
## motivation to work-general performance#NA 2 4.2
## non-marketing outcome-behavioural intentions#Low 4 8.3
## organizational capability-satisfaction#High 2 4.2
## organizational capability-satisfaction#Low 3 6.2
## perceptions of support-general performance#High 1 2.1
## perceptions of support-general performance#Low 1 2.1
## satisfaction-general performance#Low 2 4.2
## satisfation-general performance#High 1 2.1
## satisfation-general performance#Low 1 2.1
## Service innovation-general performance#High 1 2.1
## Service innovation-general performance#Low 1 2.1
## Service innovation-general performance#NA 2 4.2
## task performance-general performance#High 2 4.2
## withdraw-general performance#High 5 10.4
## withdraw-general performance#Low 1 2.1
## withdraw-general performance#NA 8 16.7
## ────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 21## TABLE 4i. IB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#Low 6 1.4
## Attracting Institutional Factor-xxxinternal environment#Low 2 0.5
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#High 10 2.3
## Detering Institutional Factor-Organizational Outcome#Low 12 2.7
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-xxxinternal environment#Low 3 0.7
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Organizational Outcome-Organizational Outcome#High 10 2.3
## Organizational Outcome-Organizational Outcome#Low 6 1.4
## Organizational Outcome-Organizational Outcome#NA 14 3.2
## xxxinternal environment-Organizational Outcome#High 82 18.6
## xxxinternal environment-Organizational Outcome#Low 120 27.1
## xxxinternal environment-organizational outcome#NA 4 0.9
## xxxinternal environment-Organizational Outcome#NA 110 24.9
## xxxinternal environment-xxxinternal environment#High 1 0.2
## xxxinternal environment-xxxinternal environment#Low 22 5.0
## xxxinternal environment-xxxinternal environment#NA 11 2.5
## ────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 19## TABLE 4o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────
## attitudes-behaviors#Low 2 0.3
## attitudes-behaviors#NA 2 0.3
## bahaviors-team effectiveness#High 2 0.3
## bahaviors-team effectiveness#NA 4 0.5
## behaviors-behaviors#High 4 0.5
## behaviors-behaviors#Low 6 0.8
## behaviors-behaviors#NA 12 1.5
## behaviors-constructive leadership#Low 1 0.1
## behaviors-emerging state#High 1 0.1
## behaviors-emerging state#Low 1 0.1
## behaviors-motivation#High 1 0.1
## behaviors-motivation#Low 1 0.1
## big five-motivation#High 1 0.1
## big five-motivation#Low 1 0.1
## big five-motivation#NA 44 5.5
## constructive leadership-behaviors#High 22 2.8
## constructive leadership-behaviors#Low 7 0.9
## constructive leadership-behaviors#NA 14 1.8
## constructive leadership-constructive leadership#High 4 0.5
## constructive leadership-constructive leadership#Low 2 0.3
## constructive leadership-motivation#High 4 0.5
## constructive leadership-motivation#Low 4 0.5
## constructive leadership-motivation#NA 22 2.8
## constructive leadership-Personal characteristics#NA 2 0.3
## constructive leadership-stress#High 4 0.5
## constructive leadership-stress#NA 2 0.3
## constructive leadership-team effectiveness#High 6 0.8
## constructive leadership-team effectiveness#Low 5 0.6
## constructive leadership-team effectiveness#NA 4 0.5
## Constructive Leadership-well-being#NA 16 2.0
## emerging state-behaviors#NA 2 0.3
## emerging state-team effectiveness#High 3 0.4
## emerging state-team effectiveness#NA 4 0.5
## leadership-behaviors#NA 2 0.3
## leadership-stress#NA 2 0.3
## leadership-wellbeing#NA 2 0.3
## motivation-behaviors#High 12 1.5
## motivation-behaviors#Low 22 2.8
## motivation-behaviors#NA 42 5.3
## motivation-Constructive Leadership#Low 2 0.3
## motivation-motivation#High 47 5.9
## motivation-motivation#Low 60 7.5
## motivation-motivation#NA 24 3.0
## motivation-personal characteristics#High 2 0.3
## motivation-personal characteristics#Low 4 0.5
## motivation-Personal characteristics#Low 8 1.0
## motivation-stress#High 26 3.3
## motivation-stress#Low 28 3.5
## motivation-stress#NA 19 2.4
## motivation-team effectiveness#Low 2 0.3
## motivation-well-being#Low 1 0.1
## motivation-well-being#NA 1 0.1
## Personal characteristics-behaviors#High 1 0.1
## Personal characteristics-behaviors#Low 1 0.1
## personal characteristics-behaviors#NA 2 0.3
## Personal characteristics-behaviors#NA 18 2.3
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#High 13 1.6
## Personal characteristics-motivation#NA 13 1.6
## personal characteristics-personal characteristics#High 1 0.1
## Personal characteristics-Personal characteristics#High 1 0.1
## personal characteristics-personal characteristics#Low 1 0.1
## Personal characteristics-Personal characteristics#Low 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## Personal characteristics-stress#High 4 0.5
## Personal characteristics-stress#Low 4 0.5
## stress-behaviors#High 3 0.4
## stress-behaviors#Low 3 0.4
## stress-behaviors#NA 2 0.3
## stress-motivation#High 22 2.8
## stress-motivation#Low 13 1.6
## stress-motivation#NA 5 0.6
## stress-stress#High 19 2.4
## stress-stress#Low 5 0.6
## stress-stress#NA 10 1.3
## team input-behaviors#High 3 0.4
## team input-behaviors#Low 3 0.4
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#NA 4 0.5
## team input-team process#NA 10 1.3
## well-being-behaviors#High 6 0.8
## well-being-behaviors#Low 5 0.6
## well-being-behaviors#NA 6 0.8
## well-being-motivation#High 19 2.4
## well-being-motivation#Low 9 1.1
## well-being-motivation#NA 1 0.1
## well-being-stress#High 8 1.0
## well-being-stress#Low 4 0.5
## well-being-stress#NA 1 0.1
## well-being-well-being#High 12 1.5
## well-being-well-being#Low 10 1.3
## wellbeing-behaviors#NA 2 0.3
## wellbeing-stress#NA 2 0.3
## ──────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 93## TABLE 4b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#High 3 6.2
## behaviors-Organizational Outcome#Low 1 2.1
## behaviors-Organizational Outcome#NA 2 4.2
## motivation-Organizational Outcome#High 3 6.2
## motivation-Organizational Outcome#Low 6 12.5
## motivation-Organizational Outcome#NA 2 4.2
## Organizational Outcome-attitudes#Low 4 8.3
## Personal characteristics-organizational outcome#High 1 2.1
## Personal characteristics-organizational outcome#Low 1 2.1
## Personal characteristics-organizational outcome#NA 6 12.5
## team effectiveness-Organizational Outcome#High 5 10.4
## team effectiveness-Organizational Outcome#Low 1 2.1
## team effectiveness-Organizational Outcome#NA 8 16.7
## xxxinternal environment-motivation#High 2 4.2
## xxxinternal environment-motivation#Low 3 6.2
## ────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 15## TABLE 5i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#LongTermOrientation 1 0.2
## Absorptive capacity(ACAP)-financial performance#ShortTermOrientation 1 0.2
## Absorptive capacity(ACAP)-Innovation#LongTermOrientation 1 0.2
## Absorptive capacity(ACAP)-Innovation#ShortTermOrientation 1 0.2
## Aesthetic quality-Perceived value#LongTermOrientation 1 0.2
## Aesthetic quality-Perceived value#ShortTermOrientation 1 0.2
## alignment mechanism-performance#LongTermOrientation 1 0.2
## alignment mechanism-performance#ShortTermOrientation 1 0.2
## assest specificity-governance structures#LongTermOrientation 1 0.2
## assest specificity-governance structures#ShortTermOrientation 1 0.2
## assest specificity-hierarchical governance#LongTermOrientation 1 0.2
## assest specificity-hierarchical governance#ShortTermOrientation 1 0.2
## assest specificity-relational governance#LongTermOrientation 1 0.2
## assest specificity-relational governance#ShortTermOrientation 1 0.2
## blockholders-performance#LongTermOrientation 1 0.2
## blockholders-performance#ShortTermOrientation 1 0.2
## board independence-performance#LongTermOrientation 1 0.2
## board independence-performance#ShortTermOrientation 1 0.2
## breadth of knowledge sources-Environmental innovation#LongTermOrientation 1 0.2
## breadth of knowledge sources-Environmental innovation#ShortTermOrientation 1 0.2
## Business planning-Performance#NA 2 0.5
## Business ties-Firm performance#NA 2 0.5
## CEO duality-performance#LongTermOrientation 1 0.2
## CEO duality-performance#ShortTermOrientation 1 0.2
## CEO pay-performance#LongTermOrientation 1 0.2
## CEO pay-performance#ShortTermOrientation 1 0.2
## Cohesive Networks-Innovation#NA 10 2.3
## Contextual distance-international strategic alliances(ISA) performance#LongTermOrientation 2 0.5
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Corporate social performance#ShortTermOrientation 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Commitment#ShortTermOrientation 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Loyalty#ShortTermOrientation 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Customer Trust#ShortTermOrientation 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Future Financial Performance#ShortTermOrientation 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#ShortTermOrientation 1 0.2
## Corporate venturing-Overall performance#LongTermOrientation 1 0.2
## Corporate venturing-Overall performance#ShortTermOrientation 2 0.5
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#LongTermOrientation 1 0.2
## Cultural differences-Entry strategy#ShortTermOrientation 2 0.5
## Cultural differences-Overall performance#LongTermOrientation 1 0.2
## Cultural differences-Overall performance#ShortTermOrientation 2 0.5
## Cultural Distance-Performance#NA 12 2.7
## Cultural Distance-Performance#ShortTermOrientation 4 0.9
## Customer demand-Environmental innovation#LongTermOrientation 1 0.2
## Customer demand-Environmental innovation#ShortTermOrientation 1 0.2
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#NA 10 2.3
## Dynamic capabilities-Firm performance#LongTermOrientation 1 0.2
## Dynamic capabilities-Firm performance#NA 10 2.3
## Dynamic capabilities-Firm performance#ShortTermOrientation 1 0.2
## Efficiency-firm performance#LongTermOrientation 2 0.5
## Efficiency-firm performance#ShortTermOrientation 3 0.7
## Environmental innovation-organization performance#LongTermOrientation 1 0.2
## Environmental innovation-organization performance#ShortTermOrientation 1 0.2
## environmental management practices-firm performance#LongTerm orientation 1 0.2
## environmental management practices-firm performance#NA 10 2.3
## environmental management practices-firm performance#ShortTermOrientation 1 0.2
## Environmental management system(EMS)-Environmental innovation#LongTermOrientation 1 0.2
## Environmental management system(EMS)-Environmental innovation#ShortTermOrientation 1 0.2
## executive compensation-corporate performance#LongTermOrientation 15 3.4
## executive compensation-corporate performance#ShortTermOrientation 14 3.2
## Export Market Orientation-Performance-related consequences#NA 7 1.6
## Export Market Orientation-Strategy-related consequences#NA 7 1.6
## family firms-financial performance#NA 8 1.8
## family involvement-financial performance#NA 4 0.9
## Firm Capabilities-Export Market Orientation#NA 7 1.6
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Risk-Corporate Reputation#ShortTermOrientation 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#ShortTermOrientation 1 0.2
## firm size-Environmental innovation#LongTermOrientation 1 0.2
## firm size-Environmental innovation#ShortTermOrientation 1 0.2
## green innovation-financial performance#LongTermOrientation 1 0.2
## green innovation-financial performance#ShortTermOrientation 1 0.2
## High-performance work practices (HPWPs)-Business Performance#LongTermOrientation 14 3.2
## High-performance work practices (HPWPs)-Business Performance#ShortTermOrientation 14 3.2
## host country risk-foreign ownership strategy#LongTermOrientation 5 1.1
## host country risk-foreign ownership strategy#NA 4 0.9
## host country risk-foreign ownership strategy#ShortTermOrientation 3 0.7
## HR practices-firm performance#LongTermOrientation 2 0.5
## HR practices-firm performance#ShortTermOrientation 2 0.5
## Innovation-firm performance#LongTermOrientation 2 0.5
## Innovation-firm performance#ShortTermOrientation 4 0.9
## Innovation-Overall performance#LongTermOrientation 1 0.2
## Innovation-Overall performance#ShortTermOrientation 2 0.5
## innovation-SME performance#NA 3 0.7
## insitutional investors-performance#LongTermOrientation 1 0.2
## insitutional investors-performance#ShortTermOrientation 1 0.2
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#LongTermOrientation 1 0.2
## Inter-organizational Trust-Organizational performance#ShortTermOrientation 1 0.2
## International Business Combination-Firm Performance#LongTermOrientation 1 0.2
## International Business Combination-Firm Performance#ShortTermOrientation 2 0.5
## Internationalization-family firm performance#LongTermOrientation 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-family firm performance#ShortTermOrientation 1 0.2
## Internationalization-firm performance#LongTermOrientation 17 3.8
## Internationalization-firm performance#ShortTermOrientation 15 3.4
## investment mechanism-performance#LongTermOrientation 1 0.2
## investment mechanism-performance#ShortTermOrientation 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#LongTermOrientation 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Knowledge-Friendly Organisational Culture-Organizational Performance#ShortTermOrientation 1 0.2
## Leadership-firm performance#LongTermOrientation 2 0.5
## Leadership-firm performance#ShortTermOrientation 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## Long-term institutional ownership-Corporate Reputation#ShortTermOrientation 1 0.2
## managerial ownership-performance#LongTermOrientation 1 0.2
## managerial ownership-performance#ShortTermOrientation 1 0.2
## Managerial ties-Firm performance#NA 2 0.5
## Market Concentration-Environmental innovation#LongTermOrientation 1 0.2
## Market Concentration-Environmental innovation#ShortTermOrientation 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Media Visibility-Corporate Reputation#ShortTermOrientation 1 0.2
## Mindsets of top managers-Proactive environmental strategies#LongTermOrientation 1 0.2
## Mindsets of top managers-Proactive environmental strategies#ShortTermOrientation 1 0.2
## monitoring mechnism-performance#LongTermOrientation 1 0.2
## monitoring mechnism-performance#ShortTermOrientation 1 0.2
## Non-VRIN resources-accounting performance#LongTermOrientation 1 0.2
## Non-VRIN resources-accounting performance#ShortTermOrientation 1 0.2
## Non-VRIN resources-market performance#LongTermOrientation 1 0.2
## Non-VRIN resources-market performance#ShortTermOrientation 1 0.2
## Non-VRIN resources-performance#LongTermOrientation 1 0.2
## Non-VRIN resources-performance#ShortTermOrientation 1 0.2
## organizational capabilities-firm performance#LongTermOrientation 1 0.2
## organizational capabilities-firm performance#ShortTermOrientation 2 0.5
## organizational social capital-firm performance#LongTermOrientation 2 0.5
## organizational social capital-firm performance#ShortTermOrientation 1 0.2
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#NA 2 0.5
## Proactive environmental strategies-Economic performance#LongTermOrientation 1 0.2
## Proactive environmental strategies-Economic performance#ShortTermOrientation 1 0.2
## Proactive environmental strategies-Environment performance#LongTermOrientation 1 0.2
## Proactive environmental strategies-Environment performance#ShortTermOrientation 1 0.2
## Productivity Measurement and Enhancement System (ProMES)-productivity#LongTermOrientation 3 0.7
## Productivity Measurement and Enhancement System (ProMES)-productivity#ShortTermOrientation 1 0.2
## Regulation-Environmental innovation#LongTermOrientation 1 0.2
## Regulation-Environmental innovation#ShortTermOrientation 1 0.2
## Regulation-Proactive environmental strategies#LongTermOrientation 1 0.2
## Regulation-Proactive environmental strategies#ShortTermOrientation 1 0.2
## Resource dependence-alliance#LongTermOrientation 1 0.2
## Resource dependence-alliance#ShortTermOrientation 1 0.2
## Resource dependence-board interlock#LongTermOrientation 1 0.2
## Resource dependence-board interlock#ShortTermOrientation 1 0.2
## Resource dependence-Interorganizational arrangements#LongTermOrientation 1 0.2
## Resource dependence-Interorganizational arrangements#ShortTermOrientation 1 0.2
## Resource dependence-joint venture#LongTermOrientation 1 0.2
## Resource dependence-joint venture#ShortTermOrientation 1 0.2
## Resource dependence-M&A#LongTermOrientation 1 0.2
## Resource dependence-M&A#ShortTermOrientation 1 0.2
## Resources-accounting performance#LongTermOrientation 1 0.2
## Resources-accounting performance#ShortTermOrientation 1 0.2
## Resources-market performance#LongTermOrientation 1 0.2
## Resources-market performance#ShortTermOrientation 1 0.2
## Resources-performance#LongTermOrientation 1 0.2
## Resources-performance#ShortTermOrientation 1 0.2
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#LongTermOrientation 1 0.2
## Social&Environmental disclosures-Financial profitability#NA 4 0.9
## Social&Environmental disclosures-Financial profitability#ShortTermOrientation 1 0.2
## Stakeholder norms-Proactive environmental strategies#LongTermOrientation 1 0.2
## Stakeholder norms-Proactive environmental strategies#ShortTermOrientation 1 0.2
## state ownership-performance#LongTermOrientation 1 0.2
## Strategic performance measurement systems-Financial Performance#LongTermOrientation 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-Financial Performance#ShortTermOrientation 1 0.2
## Strategic performance measurement systems-General Performance#LongTermOrientation 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#ShortTermOrientation 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#LongTermOrientation 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#NA 8 1.8
## Strategic performance measurement systems-Strategic Capabilities#ShortTermOrientation 1 0.2
## Strategic renewal-Overall performance#LongTermOrientation 1 0.2
## Strategic renewal-Overall performance#ShortTermOrientation 2 0.5
## Subsidy-Environmental innovation#LongTermOrientation 1 0.2
## Subsidy-Environmental innovation#ShortTermOrientation 1 0.2
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#LongTermOrientation 1 0.2
## technological capabilities-Environmental innovation#ShortTermOrientation 1 0.2
## VC investments-VC funded firm performance#NA 2 0.5
## VRIN resources-accounting performance#LongTermOrientation 1 0.2
## VRIN resources-accounting performance#ShortTermOrientation 1 0.2
## VRIN resources-market performance#LongTermOrientation 1 0.2
## VRIN resources-market performance#ShortTermOrientation 1 0.2
## VRIN resources-performance#LongTermOrientation 1 0.2
## VRIN resources-performance#ShortTermOrientation 1 0.2
## ──────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#ShortTermOrientation 2 0.3
## abusive supervision-Job satisfaction#ShortTermOrientation 2 0.3
## abusive supervision-OCBI#ShortTermOrientation 2 0.3
## abusive supervision-OCBO#ShortTermOrientation 2 0.3
## abusive supervision-organization directed deviance#ShortTermOrientation 2 0.3
## abusive supervision-organizational citizenship behavior#ShortTermOrientation 2 0.3
## abusive supervision-Procedural justice#ShortTermOrientation 2 0.3
## abusive supervision-Subordinate work performance#ShortTermOrientation 2 0.3
## abusive supervision-Supervisor-directed deviance#ShortTermOrientation 2 0.3
## abusive supervision-Turnover intention#ShortTermOrientation 2 0.3
## abusive supervision-Voice#ShortTermOrientation 2 0.3
## Affective commitment-Organizational citizenship behavior#NA 2 0.3
## Affective commitment to change-Continuance commitment to change#LongTermOrientation 1 0.1
## Affective commitment to change-Continuance commitment to change#ShortTermOrientation 1 0.1
## Affective commitment to change-Normative commitment to change#LongTermOrientation 1 0.1
## Affective commitment to change-Normative commitment to change#ShortTermOrientation 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#ShortTermOrientation 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#ShortTermOrientation 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#ShortTermOrientation 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Agreeableness-Affective commitment#NA 2 0.3
## Agreeableness-Continuance commitment#NA 2 0.3
## Agreeableness-Normative commitment#NA 2 0.3
## Agreeableness-Overall/attitudinal commitment#NA 2 0.3
## Anticipated pay increase/promotion-knowledge sharing#NA 2 0.3
## collective attitudes/perception-Collective turnover#LongTermOrientation 1 0.1
## collective attitudes/perception-Collective turnover#NA 4 0.5
## collective attitudes/perception-Collective turnover#ShortTermOrientation 2 0.3
## Communication-knowledge sharing#NA 2 0.3
## Competitive goal interdependence-open-minded discussion#LongTermOrientation 1 0.1
## Competitive goal interdependence-open-minded discussion#ShortTermOrientation 1 0.1
## Congruence-Satisfaction#ShortTermOrientation 2 0.3
## Conscientiousness-Affective commitment#NA 2 0.3
## Conscientiousness-Continuance commitment#NA 2 0.3
## Conscientiousness-Normative commitment#NA 2 0.3
## Conscientiousness-Overall/attitudinal commitment#NA 2 0.3
## Continuance commitment-Organizational citizenship behavior#NA 2 0.3
## Continuance commitment to change-Normative commitment to change#LongTermOrientation 1 0.1
## Continuance commitment to change-Normative commitment to change#ShortTermOrientation 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#ShortTermOrientation 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#ShortTermOrientation 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#ShortTermOrientation 1 0.1
## Cooperative goal interdependence-open-minded discussion#LongTermOrientation 1 0.1
## Cooperative goal interdependence-open-minded discussion#ShortTermOrientation 1 0.1
## creativity-innovation#NA 6 0.8
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Emotional Exhaustion-Job Control#LongTermOrientation 3 0.4
## Emotional Exhaustion-Job Control#ShortTermOrientation 3 0.4
## Emotional Exhaustion-Job demands #LongTermOrientation 3 0.4
## Emotional Exhaustion-Job demands #ShortTermOrientation 3 0.4
## Emotional exhaustion-turnover intention#NA 2 0.3
## Emotional Exhaustion-workplace Support#LongTermOrientation 3 0.4
## Emotional Exhaustion-workplace Support#ShortTermOrientation 3 0.4
## Emotional Intelligence-Entrepreneurial intention#LongTermOrientation 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Entrepreneurial intention#ShortTermOrientation 1 0.1
## Emotional Intelligence-Job Performance#NA 8 1.0
## Emotional Stability-Affective commitment#NA 2 0.3
## Emotional Stability-Continuance commitment#NA 2 0.3
## Emotional Stability-Normative commitment#NA 2 0.3
## Emotional Stability-Overall/attitudinal commitment#NA 2 0.3
## Extraversion-Affective commitment#NA 2 0.3
## Extraversion-Continuance commitment#NA 4 0.5
## Extraversion-Normative commitment#NA 2 0.3
## Extraversion-Overall/attitudinal commitment#NA 2 0.3
## fairness-affective organizational commitment#NA 2 0.3
## Family-Work Enrichment-Job Satisfaction#ShortTermOrientation 2 0.3
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Gender-depersonalization#LongTermOrientation 1 0.1
## Gender-depersonalization#ShortTermOrientation 3 0.4
## Gender-Emotional exhaustion#LongTermOrientation 1 0.1
## Gender-Emotional exhaustion#ShortTermOrientation 3 0.4
## Gender-entrepreneurial intention#LongTermOrientation 1 0.1
## Gender-entrepreneurial intention#ShortTermOrientation 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Gender Differences-Negotiation Performance#NA 12 1.5
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#LongTermOrientation 1 0.1
## Idiosyncratic deals-Affective commitment#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Age#LongTermOrientation 1 0.1
## Idiosyncratic deals-Age#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Education#LongTermOrientation 1 0.1
## Idiosyncratic deals-Education#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Female#LongTermOrientation 1 0.1
## Idiosyncratic deals-Female#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Job satisfaction#LongTermOrientation 1 0.1
## Idiosyncratic deals-Job satisfaction#ShortTermOrientation 1 0.1
## Idiosyncratic deals-LMX#LongTermOrientation 1 0.1
## Idiosyncratic deals-LMX#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Organizational tenure#LongTermOrientation 1 0.1
## Idiosyncratic deals-Organizational tenure#ShortTermOrientation 1 0.1
## Idiosyncratic deals-perceived organizational support#LongTermOrientation 1 0.1
## Idiosyncratic deals-perceived organizational support#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Proactive personality#LongTermOrientation 1 0.1
## Idiosyncratic deals-Proactive personality#ShortTermOrientation 1 0.1
## Idiosyncratic deals-Turnover intention#LongTermOrientation 1 0.1
## Idiosyncratic deals-Turnover intention#ShortTermOrientation 1 0.1
## Independent goal interdependence-open-minded discussion#LongTermOrientation 1 0.1
## Independent goal interdependence-open-minded discussion#ShortTermOrientation 1 0.1
## Intra-organizational Trust-Individual performance#LongTermOrientation 1 0.1
## Intra-organizational Trust-Individual performance#ShortTermOrientation 1 0.1
## Intra-organizational Trust-Team performance#LongTermOrientation 1 0.1
## Intra-organizational Trust-Team performance#ShortTermOrientation 1 0.1
## Job Control-(reduced) personal accomplishment#NA 2 0.3
## Job Control-depersonalisation#NA 2 0.3
## Job Control-emotional exhaustion#NA 2 0.3
## Job Control-workplace Support#LongTermOrientation 3 0.4
## Job Control-workplace Support#ShortTermOrientation 3 0.4
## Job demands -Job Control#LongTermOrientation 3 0.4
## Job demands -Job Control#ShortTermOrientation 3 0.4
## Job demands -workplace Support#LongTermOrientation 3 0.4
## Job demands -workplace Support#ShortTermOrientation 3 0.4
## Job satisfaction-Job Control#LongTermOrientation 3 0.4
## Job satisfaction-Job Control#ShortTermOrientation 3 0.4
## Job satisfaction-Job demands #LongTermOrientation 3 0.4
## Job satisfaction-Job demands #ShortTermOrientation 3 0.4
## Job satisfaction-Organizational Justice#LongTermOrientation 1 0.1
## Job satisfaction-Organizational Justice#ShortTermOrientation 1 0.1
## Job satisfaction-Procedural justice#LongTermOrientation 1 0.1
## Job satisfaction-Procedural justice#ShortTermOrientation 1 0.1
## Job satisfaction-turnover intention#NA 2 0.3
## Job satisfaction-workplace Support#LongTermOrientation 3 0.4
## Job satisfaction-workplace Support#ShortTermOrientation 3 0.4
## leader-member exchange-family-work enrichment#NA 4 0.5
## leader-member exchange-Family interference with work#NA 4 0.5
## leader-member exchange-Work-family enrichment#NA 4 0.5
## leader-member exchange-Work interference with family#NA 4 0.5
## Leader–Member Exchange-Distributive justice#NA 2 0.3
## Leader–Member Exchange-Interactional justice#NA 2 0.3
## Leader–Member Exchange-Organizational citizenship behavior#NA 2 0.3
## Leader–Member Exchange-Procedural justice#NA 2 0.3
## Leader–Member Exchange-Task performance#NA 2 0.3
## Leader Member Exchange-Affective commitment#NA 2 0.3
## Leader Member Exchange-Job satisfaction#NA 2 0.3
## Leader Member Exchange-Normative commitment#NA 2 0.3
## Leader Member Exchange-Turnover intention#NA 2 0.3
## leader mistreatment-counterproductive work behavior#NA 2 0.3
## leader mistreatment-self-regulatory capacity impairment#NA 2 0.3
## leader mistreatment-state negative affect#NA 2 0.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#ShortTermOrientation 2 0.3
## Negative family-to-work spillover-Job & career satisfaction#ShortTermOrientation 2 0.3
## Negative family-to-work spillover-Support from work#ShortTermOrientation 2 0.3
## Negative family-to-work spillover-Work strain#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Home/family strain#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Job & career satisfaction#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Life satisfaction#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Mental health & well-being#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Support from work#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Work engagement#ShortTermOrientation 2 0.3
## Negative work-to-family spillover-Work strain#ShortTermOrientation 2 0.3
## Neuroticism-achievement motivation#NA 4 0.5
## Normative commitment-Organizational citizenship behavior#NA 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#ShortTermOrientation 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#ShortTermOrientation 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#ShortTermOrientation 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#LongTermOrientation 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#ShortTermOrientation 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## Occupational commitment-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## open-minded discussion-Commitment#LongTermOrientation 1 0.1
## open-minded discussion-Commitment#ShortTermOrientation 1 0.1
## open-minded discussion-Creativity#LongTermOrientation 1 0.1
## open-minded discussion-Creativity#ShortTermOrientation 1 0.1
## open-minded discussion-LMX#LongTermOrientation 1 0.1
## open-minded discussion-Performance#LongTermOrientation 1 0.1
## open-minded discussion-Performance#ShortTermOrientation 1 0.1
## open-minded discussion-Relationship quality#LongTermOrientation 1 0.1
## open-minded discussion-Relationship quality#ShortTermOrientation 1 0.1
## Openness to Experience-Affective commitment#NA 2 0.3
## Openness to Experience-Continuance commitment#NA 2 0.3
## Openness to Experience-Normative commitment#NA 2 0.3
## Openness to Experience-Overall/attitudinal commitment#NA 2 0.3
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Organizational commitment-Organizational citizenship behavior#NA 2 0.3
## Organizational commitment-Organizational Justice#LongTermOrientation 1 0.1
## Organizational commitment-Organizational Justice#ShortTermOrientation 1 0.1
## Organizational commitment-Procedural justice#LongTermOrientation 1 0.1
## Organizational commitment-Procedural justice#ShortTermOrientation 1 0.1
## Organizational commitment-turnover intention#NA 2 0.3
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Outcome interdependence-Overall team performance#NA 2 0.3
## Outcome interdependence-Relational team functioning#NA 2 0.3
## Outcome interdependence-Task-focused team functioning#NA 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Overall Role Stress-affective commitment#LongTermOrientation 1 0.1
## Overall Role Stress-affective commitment#ShortTermOrientation 1 0.1
## Perceived organizational support-Affective commitment#NA 2 0.3
## Perceived organizational support-Job involvement#NA 2 0.3
## Perceived organizational support-Job satisfaction#NA 2 0.3
## Perceived organizational support-Normative commitment#NA 2 0.3
## Perceived organizational support-Organizational citizenship behavior#NA 2 0.3
## Perceived organizational support-Task performance#NA 2 0.3
## Perceived organizational support-turnover intention#NA 2 0.3
## Perceived organizational support-Turnover intention#NA 2 0.3
## Perceived overqualification-job performance#NA 2 0.3
## Perceived overqualification-Job Satisfaction#NA 2 0.3
## Perceived overqualification-Organizational Commitment#NA 2 0.3
## Perceived overqualification-Overall job performance#NA 2 0.3
## Perceived overqualification-Turnover intention#NA 2 0.3
## Perceived supervisor support-turnover intention#NA 2 0.3
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-absences#ShortTermOrientation 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-burnout#ShortTermOrientation 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-mental health#ShortTermOrientation 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-negative state#ShortTermOrientation 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## perceptions of unfairness-Stress#ShortTermOrientation 1 0.1
## Person-focused leader behaviors-Subjective team performance#LongTermOrientation 2 0.3
## Person-focused leader behaviors-Subjective team performance#ShortTermOrientation 2 0.3
## Person-focused leadership-Team Effectiveness#NA 2 0.3
## Person–Group (P–G) Fit-Intent to quit#LongTermOrientation 5 0.6
## Person–Group (P–G) Fit-Intent to quit#ShortTermOrientation 1 0.1
## Person–Group (P–G) Fit-Job performance#LongTermOrientation 5 0.6
## Person–Group (P–G) Fit-Job performance#ShortTermOrientation 1 0.1
## Person–Group (P–G) Fit-Job satisfaction#LongTermOrientation 6 0.8
## Person–Group (P–G) Fit-Job satisfaction#ShortTermOrientation 1 0.1
## Person–Group (P–G) Fit-Organizational commitment#LongTermOrientation 4 0.5
## Person–Group (P–G) Fit-Organizational commitment#ShortTermOrientation 1 0.1
## Person–Job (P–J) Fit-Intent to quit#LongTermOrientation 6 0.8
## Person–Job (P–J) Fit-Intent to quit#ShortTermOrientation 1 0.1
## Person–Job (P–J) Fit-Job performance#LongTermOrientation 5 0.6
## Person–Job (P–J) Fit-Job performance#ShortTermOrientation 1 0.1
## Person–Job (P–J) Fit-Job satisfaction#LongTermOrientation 8 1.0
## Person–Job (P–J) Fit-Job satisfaction#ShortTermOrientation 1 0.1
## Person–Job (P–J) Fit-Organizational commitment#LongTermOrientation 8 1.0
## Person–Job (P–J) Fit-Organizational commitment#ShortTermOrientation 1 0.1
## Person–Organization (P–O) Fit-Intent to quit#LongTermOrientation 9 1.1
## Person–Organization (P–O) Fit-Intent to quit#ShortTermOrientation 1 0.1
## Person–Organization (P–O) Fit-Job performance#LongTermOrientation 5 0.6
## Person–Organization (P–O) Fit-Job performance#ShortTermOrientation 1 0.1
## Person–Organization (P–O) Fit-Job satisfaction#LongTermOrientation 10 1.3
## Person–Organization (P–O) Fit-Job satisfaction#ShortTermOrientation 1 0.1
## Person–Organization (P–O) Fit-Organizational commitment#LongTermOrientation 10 1.3
## Person–Organization (P–O) Fit-Organizational commitment#ShortTermOrientation 1 0.1
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#LongTermOrientation 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#LongTermOrientation 3 0.4
## Person–Supervisor (P–S) Fit-Intent to quit#ShortTermOrientation 7 0.9
## Person–Supervisor (P–S) Fit-Job performance#LongTermOrientation 3 0.4
## Person–Supervisor (P–S) Fit-Job performance#ShortTermOrientation 1 0.1
## Person–Supervisor (P–S) Fit-Job satisfaction#LongTermOrientation 4 0.5
## Person–Supervisor (P–S) Fit-Job satisfaction#ShortTermOrientation 1 0.1
## Person–Supervisor (P–S) Fit-Organizational commitment#LongTermOrientation 4 0.5
## Person–Supervisor (P–S) Fit-Organizational commitment#ShortTermOrientation 1 0.1
## personnel changes-Collective turnover#NA 4 0.5
## personnel changes-Collective turnover#ShortTermOrientation 2 0.3
## Place attachment-Pro-environmental behaviour#NA 2 0.3
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Position tenure-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Positive family-to-work spillover-Autonomy#ShortTermOrientation 2 0.3
## Positive family-to-work spillover-Job & career satisfaction#ShortTermOrientation 2 0.3
## Positive family-to-work spillover-Support from home#ShortTermOrientation 2 0.3
## Positive family-to-work spillover-Support from work#ShortTermOrientation 2 0.3
## Positive family-to-work spillover-Work engagement#ShortTermOrientation 2 0.3
## Positive family-to-work spillover-Work strain#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Autonomy#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Job & career satisfaction#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Support from home#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Support from work#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Work engagement#ShortTermOrientation 2 0.3
## Positive work-to-family spillover-Work strain#ShortTermOrientation 2 0.3
## public service motivation-age#LongTermOrientation 2 0.3
## public service motivation-age#ShortTermOrientation 1 0.1
## public service motivation-gender#LongTermOrientation 2 0.3
## public service motivation-gender#ShortTermOrientation 1 0.1
## Reciprocity-Knowledge sharing#NA 8 1.0
## Rewards-Knowledge sharing#NA 8 1.0
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role ambiguity-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Role Ambiguity-affective commitment#LongTermOrientation 1 0.1
## Role Ambiguity-affective commitment#ShortTermOrientation 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Role ambiguity-depression#LongTermOrientation 1 0.1
## Role ambiguity-depression#ShortTermOrientation 2 0.3
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role ambiguity-Normative Commitment to the Organization#ShortTermOrientation 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#ShortTermOrientation 1 0.1
## Role Conflict-affective commitment#LongTermOrientation 1 0.1
## Role Conflict-affective commitment#ShortTermOrientation 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-Continuance Commitment to the Organization#ShortTermOrientation 1 0.1
## Role conflict-depression#LongTermOrientation 1 0.1
## Role conflict-depression#ShortTermOrientation 2 0.3
## Role conflict-turnover intention#NA 2 0.3
## Role Overload-affective commitment#LongTermOrientation 1 0.1
## Role Overload-affective commitment#ShortTermOrientation 1 0.1
## Romance of Leadership-perception of transformational/charismatic leadership#LongTermOrientation 2 0.3
## Romance of Leadership-perception of transformational/charismatic leadership#ShortTermOrientation 4 0.5
## Self-efficacy-Knowledge sharing#NA 8 1.0
## Self-enjoyment-Knowledge sharing#NA 8 1.0
## self-regulatory capacity impairment-counterproductive work behavior#NA 2 0.3
## Servant leadership-OCB#LongTermOrientation 1 0.1
## Servant leadership-OCB#NA 4 0.5
## Servant leadership-OCB#ShortTermOrientation 1 0.1
## Servant leadership-Organizational commitment#LongTermOrientation 1 0.1
## Servant leadership-Organizational commitment#NA 4 0.5
## Servant leadership-Organizational commitment#ShortTermOrientation 1 0.1
## Servant leadership-Performance#LongTermOrientation 1 0.1
## Servant leadership-Performance#NA 2 0.3
## Servant leadership-Performance#ShortTermOrientation 1 0.1
## Servant leadership-Psychological capital#LongTermOrientation 1 0.1
## Servant leadership-Psychological capital#ShortTermOrientation 1 0.1
## Servant leadership-Service climate#NA 2 0.3
## Servant leadership-Work engagement#LongTermOrientation 1 0.1
## Servant leadership-Work engagement#ShortTermOrientation 1 0.1
## Social network-knowledge sharing#NA 2 0.3
## Social trust-knowledge sharing#NA 2 0.3
## state negative affect-counterproductive work behavior#NA 2 0.3
## state negative affect-self-regulatory capacity impairment#NA 2 0.3
## subjective norm-actual system use#LongTermOrientation 1 0.1
## subjective norm-actual system use#ShortTermOrientation 1 0.1
## Subjective norm-knowledge sharing#NA 2 0.3
## Subjective Well-being-Job Performance#LongTermOrientation 1 0.1
## Subjective Well-being-Job Performance#ShortTermOrientation 5 0.6
## supervisor transformational leadership-Individual-level employee innovation#NA 11 1.4
## supervisor transformational leadership-Team-level employee innovation#NA 11 1.4
## Task interdependence-Overall team performance#NA 2 0.3
## Task interdependence-Relational team functioning#NA 2 0.3
## Task interdependence-Task-focused team functioning#NA 2 0.3
## Tasked-focused leadership-Team Effectiveness#NA 2 0.3
## Transformational Leadership-Commitment to change#LongTermOrientation 1 0.1
## Transformational Leadership-Commitment to change#ShortTermOrientation 1 0.1
## Transformational Leadership-Support for change#LongTermOrientation 1 0.1
## Transformational Leadership-Support for change#ShortTermOrientation 1 0.1
## Trust-Organizational Justice#LongTermOrientation 1 0.1
## Trust-Organizational Justice#ShortTermOrientation 1 0.1
## Trust-Procedural justice#LongTermOrientation 1 0.1
## Trust-Procedural justice#ShortTermOrientation 1 0.1
## Turnover intention-Organizational Justice#LongTermOrientation 1 0.1
## Turnover intention-Organizational Justice#ShortTermOrientation 1 0.1
## Turnover intention-Procedural justice#LongTermOrientation 1 0.1
## Turnover intention-Procedural justice#ShortTermOrientation 1 0.1
## Turnover intention-Turnover behavior#LongTermOrientation 2 0.3
## Turnover intention-Turnover behavior#ShortTermOrientation 4 0.5
## Work-Family Enrichment-Family Satisfaction#ShortTermOrientation 2 0.3
## Work-Family Enrichment-Job Performance#LongTermOrientation 1 0.1
## Work-Family Enrichment-Job Performance#ShortTermOrientation 2 0.3
## Work-Family Enrichment-Job Satisfaction#LongTermOrientation 1 0.1
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Job Satisfaction#ShortTermOrientation 2 0.3
## Work-Family Enrichment-Organization Commitment#ShortTermOrientation 2 0.3
## Work-Family Enrichment-Psychological Distress#LongTermOrientation 1 0.1
## Work-Family Enrichment-Psychological Distress#ShortTermOrientation 1 0.1
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Turnover Intention#ShortTermOrientation 2 0.3
## Work-Family Enrichment-Work Engagement#LongTermOrientation 1 0.1
## Work-Family Enrichment-Work Engagement#ShortTermOrientation 2 0.3
## ────────────────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 400## TABLE 5b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#LongTermOrientation 1 2.1
## Aesthetic quality-Behavioural intentions#ShortTermOrientation 1 2.1
## Collective Employee Turnover-Organizational Performance#LongTermOrientation 1 2.1
## Collective Employee Turnover-Organizational Performance#NA 4 8.3
## Collective Employee Turnover-Organizational Performance#ShortTermOrientation 2 4.2
## collective turnover-Organizational performance#LongTermOrientation 1 2.1
## collective turnover-Organizational performance#NA 4 8.3
## collective turnover-Organizational performance#ShortTermOrientation 2 4.2
## Contractual governance-Trust#LongTermOrientation 4 8.3
## Contractual governance-Trust#ShortTermOrientation 1 2.1
## Core product quality-Behavioural intentions#LongTermOrientation 1 2.1
## Core product quality-Behavioural intentions#ShortTermOrientation 1 2.1
## Emotional intelligence-service quality#LongTermOrientation 1 2.1
## Emotional intelligence-service quality#NA 6 12.5
## Emotional intelligence-service quality#ShortTermOrientation 1 2.1
## Employee performance-firm performance#LongTermOrientation 1 2.1
## Employee performance-firm performance#ShortTermOrientation 1 2.1
## Employee satisfaction-firm performance#LongTermOrientation 1 2.1
## Employee satisfaction-firm performance#ShortTermOrientation 1 2.1
## Entrepreneurial Self Efficacy-Firm Performance#NA 2 4.2
## Intra-organizational Trust-Organizational performance#LongTermOrientation 1 2.1
## Intra-organizational Trust-Organizational performance#ShortTermOrientation 1 2.1
## Management support-firm performance#LongTermOrientation 1 2.1
## Management support-firm performance#ShortTermOrientation 1 2.1
## Organizational commitment-firm performance#LongTermOrientation 1 2.1
## Organizational commitment-firm performance#ShortTermOrientation 2 4.2
## Service innovation-Firm performance#NA 4 8.3
## ────────────────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 27## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#LongTermOrientation 2 0.5
## Attracting Economic Institutional Factor-innovation#ShortTermOrientation 2 0.5
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#LongTermOrientation 1 0.2
## Attracting Societal Institutional Factor-innovation#ShortTermOrientation 1 0.2
## Attracting Societal Institutional Factor-strategic process#LongTermOrientation 1 0.2
## Attracting Societal Institutional Factor-strategic process#ShortTermOrientation 1 0.2
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#LongTermOrientation 1 0.2
## Detering Economic Institutional Factor-innovation#ShortTermOrientation 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-organizational resource#ShortTermOrientation 1 0.2
## Detering Economic Institutional Factor-strategic process#LongTermOrientation 1 0.2
## Detering Economic Institutional Factor-strategic process#ShortTermOrientation 1 0.2
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#LongTermOrientation 3 0.7
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-general performance#ShortTermOrientation 6 1.4
## Detering Societal Institutional Factor-internationalization#LongTermOrientation 6 1.4
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Detering Societal Institutional Factor-internationalization#ShortTermOrientation 5 1.1
## Innovation-general performance#LongTermOrientation 3 0.7
## Innovation-general performance#ShortTermOrientation 6 1.4
## Internationalization-general performance#LongTermOrientation 1 0.2
## Internationalization-general performance#NA 7 1.6
## Internationalization-general performance#ShortTermOrientation 2 0.5
## Internationalization-non-marketing outcome#NA 7 1.6
## non-marketing outcome-non-marketing outcome#LongTermOrientation 1 0.2
## non-marketing outcome-non-marketing outcome#ShortTermOrientation 1 0.2
## organizational capability-general performance#LongTermOrientation 5 1.1
## organizational capability-general performance#NA 13 2.9
## organizational capability-general performance#ShortTermOrientation 7 1.6
## organizational capability-innovation#LongTermOrientation 2 0.5
## organizational capability-innovation#ShortTermOrientation 2 0.5
## organizational capability-internationalization#NA 7 1.6
## organizational capability-marketing outcome#LongTermOrientation 2 0.5
## organizational capability-marketing outcome#ShortTermOrientation 2 0.5
## organizational resource-general performance#LongTermOrientation 10 2.3
## organizational resource-general performance#NA 18 4.1
## organizational resource-general performance#ShortTermOrientation 9 2.0
## organizational resource-innovation#LongTermOrientation 2 0.5
## organizational resource-innovation#NA 8 1.8
## organizational resource-Innovation#NA 12 2.7
## organizational resource-innovation#ShortTermOrientation 2 0.5
## organizational resource-marketing outcome#LongTermOrientation 3 0.7
## organizational resource-marketing outcome#NA 14 3.2
## organizational resource-marketing outcome#ShortTermOrientation 5 1.1
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-non-marketing outcome#ShortTermOrientation 4 0.9
## organizational resource-organizational capability#LongTermOrientation 3 0.7
## organizational resource-organizational capability#ShortTermOrientation 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## organizational resource-organizational resource#ShortTermOrientation 3 0.7
## strategic orientation-general performance#LongTermOrientation 4 0.9
## strategic orientation-general performance#ShortTermOrientation 5 1.1
## strategic orientation-strategic process#LongTermOrientation 6 1.4
## strategic orientation-strategic process#ShortTermOrientation 6 1.4
## strategic process-general performance#LongTermOrientation 60 13.6
## strategic process-general performance#NA 22 5.0
## strategic process-general performance#ShortTermOrientation 56 12.7
## strategic process-innovation#LongTermOrientation 1 0.2
## strategic process-innovation#ShortTermOrientation 1 0.2
## strategic process-marketing outcome#LongTermOrientation 3 0.7
## strategic process-marketing outcome#NA 14 3.2
## strategic process-marketing outcome#ShortTermOrientation 3 0.7
## strategic process-non-marketing outcome#LongTermOrientation 4 0.9
## strategic process-non-marketing outcome#ShortTermOrientation 2 0.5
## strategic process-organizational capability#LongTermOrientation 1 0.2
## strategic process-organizational capability#NA 8 1.8
## strategic process-organizational capability#ShortTermOrientation 1 0.2
## strategy process-general performance#LongTerm orientation 1 0.2
## strategy process-general performance#NA 10 2.3
## strategy process-general performance#ShortTermOrientation 1 0.2
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 73## TABLE 3o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#ShortTermOrientation 8 1.0
## abusive supervision-counterproductive behavior#ShortTermOrientation 4 0.5
## abusive supervision-focal performance#ShortTermOrientation 2 0.3
## abusive supervision-justice#ShortTermOrientation 2 0.3
## abusive supervision-response#ShortTermOrientation 4 0.5
## abusive supervision-satisfaction#ShortTermOrientation 2 0.3
## Agreeableness-commitment#NA 8 1.0
## change-oriented leader behavior-change-oriented leader behavior#LongTermOrientation 2 0.3
## change-oriented leader behavior-change-oriented leader behavior#ShortTermOrientation 4 0.5
## change-oriented leader behavior-commitment#LongTermOrientation 1 0.1
## change-oriented leader behavior-commitment#ShortTermOrientation 1 0.1
## change-oriented leader behavior-contextual performance#NA 11 1.4
## change-oriented leader behavior-focal performance#NA 11 1.4
## change-oriented leader behavior-motivation to work#LongTermOrientation 1 0.1
## change-oriented leader behavior-motivation to work#ShortTermOrientation 1 0.1
## collective attitudes/perception-withdraw#LongTermOrientation 1 0.1
## collective attitudes/perception-withdraw#NA 4 0.5
## collective attitudes/perception-withdraw#ShortTermOrientation 2 0.3
## commitment-commitment#LongTermOrientation 3 0.4
## commitment-commitment#NA 4 0.5
## commitment-commitment#ShortTermOrientation 7 0.9
## commitment-contextual performance#NA 11 1.4
## commitment-contextual performance#ShortTermOrientation 3 0.4
## commitment-justice#LongTermOrientation 2 0.3
## commitment-justice#ShortTermOrientation 2 0.3
## commitment-response#NA 5 0.6
## commitment-response#ShortTermOrientation 3 0.4
## commitment-task performance#NA 3 0.4
## commitment-task performance#ShortTermOrientation 3 0.4
## Conscientiousness-commitment#NA 8 1.0
## contextual performance-commitment#LongTermOrientation 1 0.1
## contextual performance-commitment#ShortTermOrientation 1 0.1
## contextual performance-contextual performance#LongTermOrientation 2 0.3
## contextual performance-contextual performance#NA 16 2.0
## contextual performance-contextual performance#ShortTermOrientation 2 0.3
## contextual performance-focal performance#LongTermOrientation 1 0.1
## contextual performance-focal performance#ShortTermOrientation 1 0.1
## contextual performance-relational-oriented leader behavior#LongTermOrientation 1 0.1
## contextual performance-Relationship quality#LongTermOrientation 1 0.1
## contextual performance-Relationship quality#ShortTermOrientation 1 0.1
## demographics-commitment#NA 6 0.8
## demographics-commitment#ShortTermOrientation 6 0.8
## demographics-demographics#LongTermOrientation 1 0.1
## demographics-demographics#ShortTermOrientation 1 0.1
## demographics-response#LongTermOrientation 2 0.3
## demographics-response#ShortTermOrientation 6 0.8
## demographics-Task Performance#NA 36 4.5
## Emotional Stability-commitment#NA 8 1.0
## Extraversion-commitment#NA 10 1.3
## justice-commitment#NA 2 0.3
## justice-mental health#NA 1 0.1
## justice-mental health#ShortTermOrientation 1 0.1
## justice-response#NA 4 0.5
## justice-response#ShortTermOrientation 4 0.5
## KSAO-commitment#NA 7 0.9
## KSAO-commitment#ShortTermOrientation 7 0.9
## KSAO-demographics#LongTermOrientation 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-demographics#ShortTermOrientation 1 0.1
## KSAO-task performance#NA 8 1.0
## leader mistreatment-counterproductive behavior#NA 2 0.3
## leader mistreatment-negative emotion#NA 2 0.3
## leader mistreatment-response#NA 2 0.3
## motivation to work-contextual performance#NA 10 1.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#NA 2 0.3
## negative emotion-response#NA 2 0.3
## Neuroticism-motivation to work#NA 4 0.5
## Openness to Experience-commitment#NA 8 1.0
## perceived fit-commitment#LongTermOrientation 26 3.3
## perceived fit-commitment#NA 2 0.3
## perceived fit-commitment#ShortTermOrientation 4 0.5
## perceived fit-perceived fit#LongTermOrientation 1 0.1
## perceived fit-response#LongTermOrientation 23 2.9
## perceived fit-response#NA 2 0.3
## perceived fit-response#ShortTermOrientation 10 1.3
## perceived fit-satisfaction#LongTermOrientation 28 3.5
## perceived fit-satisfaction#NA 2 0.3
## perceived fit-satisfaction#ShortTermOrientation 6 0.8
## perceived fit-task performance#LongTermOrientation 18 2.3
## perceived fit-task performance#NA 4 0.5
## perceived fit-task performance#ShortTermOrientation 4 0.5
## perception of support-commitment#NA 4 0.5
## perception of support-contextual performance#NA 10 1.3
## perception of support-focal performance#NA 2 0.3
## perception of support-job involvement#NA 2 0.3
## perception of support-response#NA 6 0.8
## perception of support-satisfaction#NA 2 0.3
## perceptions of support-commitment#LongTermOrientation 1 0.1
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-commitment#ShortTermOrientation 4 0.5
## perceptions of support-demographics#LongTermOrientation 2 0.3
## perceptions of support-demographics#ShortTermOrientation 2 0.3
## perceptions of support-KSAO#LongTermOrientation 2 0.3
## perceptions of support-KSAO#ShortTermOrientation 2 0.3
## perceptions of support-motivation to work#LongTermOrientation 1 0.1
## perceptions of support-motivation to work#ShortTermOrientation 1 0.1
## perceptions of support-perceptions of support#LongTermOrientation 1 0.1
## perceptions of support-perceptions of support#ShortTermOrientation 1 0.1
## perceptions of support-relational-oriented leader behavior#LongTermOrientation 1 0.1
## perceptions of support-relational-oriented leader behavior#ShortTermOrientation 1 0.1
## perceptions of support-response#LongTermOrientation 1 0.1
## perceptions of support-response#ShortTermOrientation 1 0.1
## perceptions of support-satisfaction#LongTermOrientation 1 0.1
## perceptions of support-satisfaction#ShortTermOrientation 1 0.1
## producer-commitment#LongTermOrientation 4 0.5
## producer-commitment#NA 5 0.6
## producer-commitment#ShortTermOrientation 9 1.1
## producer-perceptions of support#LongTermOrientation 6 0.8
## producer-perceptions of support#ShortTermOrientation 6 0.8
## producer-producer#LongTermOrientation 3 0.4
## producer-producer#ShortTermOrientation 3 0.4
## producer-response#LongTermOrientation 2 0.3
## producer-response#NA 8 1.0
## producer-response#ShortTermOrientation 4 0.5
## psychological characteristics-contextual performance#NA 2 0.3
## public service motivation-demographics#LongTermOrientation 4 0.5
## public service motivation-demographics#ShortTermOrientation 2 0.3
## relational-oriented leader behavior-commitment#NA 4 0.5
## relational-oriented leader behavior-contextual performance#NA 2 0.3
## relational-oriented leader behavior-focal performance#NA 2 0.3
## relational-oriented leader behavior-justice#NA 6 0.8
## relational-oriented leader behavior-response#NA 2 0.3
## relational-oriented leader behavior-satisfaction#NA 2 0.3
## relational-oriented leader behavior-task performance#LongTermOrientation 2 0.3
## relational-oriented leader behavior-task performance#ShortTermOrientation 2 0.3
## relational-oriented leader behavior-team effectiveness#NA 2 0.3
## relational-oriented leader behavior-Work-family balance#NA 16 2.0
## response-counterproductive behavior#NA 2 0.3
## response-justice#LongTermOrientation 2 0.3
## response-justice#ShortTermOrientation 2 0.3
## response-perceptions of support#LongTermOrientation 3 0.4
## response-perceptions of support#ShortTermOrientation 3 0.4
## response-producer#LongTermOrientation 6 0.8
## response-producer#ShortTermOrientation 6 0.8
## response-response#NA 2 0.3
## response-withdraw#LongTermOrientation 2 0.3
## response-withdraw#ShortTermOrientation 4 0.5
## satisfaction-commitment#NA 3 0.4
## satisfaction-commitment#ShortTermOrientation 3 0.4
## satisfaction-contextual performance#NA 2 0.3
## satisfaction-focal performance#LongTermOrientation 1 0.1
## satisfaction-focal performance#ShortTermOrientation 1 0.1
## satisfaction-justice#LongTermOrientation 4 0.5
## satisfaction-justice#ShortTermOrientation 4 0.5
## satisfaction-perceptions of support#LongTermOrientation 3 0.4
## satisfaction-perceptions of support#ShortTermOrientation 3 0.4
## satisfaction-producer#LongTermOrientation 6 0.8
## satisfaction-producer#ShortTermOrientation 6 0.8
## satisfaction-response#NA 2 0.3
## satisfaction-task performance#LongTermOrientation 1 0.1
## satisfaction-task performance#ShortTermOrientation 1 0.1
## Self-enjoyment-contextual performance#NA 8 1.0
## Social network-contextual performance#NA 2 0.3
## Subjective norm-actual system use#LongTermOrientation 1 0.1
## Subjective norm-actual system use#ShortTermOrientation 1 0.1
## Subjective norm-contextual performance#NA 2 0.3
## Subjective Well-being-focal performance#LongTermOrientation 1 0.1
## Subjective Well-being-focal performance#ShortTermOrientation 5 0.6
## task-oriented behavior-team effectiveness#NA 2 0.3
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#LongTermOrientation 3 0.4
## team structure-contextual performance#ShortTermOrientation 3 0.4
## team structure-focal performance#NA 4 0.5
## team structure-team functioning#NA 8 1.0
## value-based and moral leader behavior-commitment#LongTermOrientation 1 0.1
## value-based and moral leader behavior-commitment#NA 4 0.5
## value-based and moral leader behavior-commitment#ShortTermOrientation 1 0.1
## value-based and moral leader behavior-contextual performance#LongTermOrientation 1 0.1
## value-based and moral leader behavior-contextual performance#NA 4 0.5
## value-based and moral leader behavior-contextual performance#ShortTermOrientation 1 0.1
## value-based and moral leader behavior-Job involvement#LongTermOrientation 1 0.1
## value-based and moral leader behavior-Job involvement#ShortTermOrientation 1 0.1
## value-based and moral leader behavior-KSAO#LongTermOrientation 1 0.1
## value-based and moral leader behavior-KSAO#ShortTermOrientation 1 0.1
## value-based and moral leader behavior-perceptions of support#NA 2 0.3
## value-based and moral leader behavior-task performance#LongTermOrientation 1 0.1
## value-based and moral leader behavior-task performance#NA 2 0.3
## value-based and moral leader behavior-task performance#ShortTermOrientation 1 0.1
## withdraw-withdraw#NA 4 0.5
## withdraw-withdraw#ShortTermOrientation 2 0.3
## work-family balance-commitment#ShortTermOrientation 2 0.3
## work-family balance-Family Satisfaction#ShortTermOrientation 2 0.3
## work-family balance-focal performance#LongTermOrientation 1 0.1
## work-family balance-focal performance#ShortTermOrientation 2 0.3
## work-family balance-job involvement#LongTermOrientation 1 0.1
## work-family balance-job involvement#ShortTermOrientation 2 0.3
## Work-family balance-Job involvement#ShortTermOrientation 6 0.8
## Work-family balance-Life satisfaction#ShortTermOrientation 2 0.3
## Work-family balance-Mental health & well-being#ShortTermOrientation 2 0.3
## work-family balance-response#LongTermOrientation 1 0.1
## work-family balance-response#NA 1 0.1
## work-family balance-response#ShortTermOrientation 3 0.4
## Work-family balance-response#ShortTermOrientation 8 1.0
## work-family balance-satisfaction#LongTermOrientation 1 0.1
## work-family balance-satisfaction#NA 1 0.1
## work-family balance-satisfaction#ShortTermOrientation 4 0.5
## Work-family balance-satisfaction#ShortTermOrientation 12 1.5
## Work-family balance-Work-family balance#ShortTermOrientation 16 2.0
## ────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 200## TABLE 3b. IB and OB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────
## commitment-general performance#LongTermOrientation 1 2.1
## commitment-general performance#ShortTermOrientation 2 4.2
## KSAO-non-marketing outcome#LongTermOrientation 1 2.1
## KSAO-non-marketing outcome#NA 6 12.5
## KSAO-non-marketing outcome#ShortTermOrientation 1 2.1
## motivation to work-general performance#NA 2 4.2
## non-marketing outcome-behavioural intentions#LongTermOrientation 2 4.2
## non-marketing outcome-behavioural intentions#ShortTermOrientation 2 4.2
## organizational capability-satisfaction#LongTermOrientation 4 8.3
## organizational capability-satisfaction#ShortTermOrientation 1 2.1
## perceptions of support-general performance#LongTermOrientation 1 2.1
## perceptions of support-general performance#ShortTermOrientation 1 2.1
## satisfaction-general performance#LongTermOrientation 1 2.1
## satisfaction-general performance#ShortTermOrientation 1 2.1
## satisfation-general performance#LongTermOrientation 1 2.1
## satisfation-general performance#ShortTermOrientation 1 2.1
## Service innovation-general performance#NA 4 8.3
## task performance-general performance#LongTermOrientation 1 2.1
## task performance-general performance#ShortTermOrientation 1 2.1
## withdraw-general performance#LongTermOrientation 2 4.2
## withdraw-general performance#NA 8 16.7
## withdraw-general performance#ShortTermOrientation 4 8.3
## ─────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 22## TABLE 4i. IB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#LongTermOrientation 3 0.7
## Attracting Institutional Factor-Organizational Outcome#ShortTermOrientation 3 0.7
## Attracting Institutional Factor-xxxinternal environment#LongTermOrientation 1 0.2
## Attracting Institutional Factor-xxxinternal environment#ShortTermOrientation 1 0.2
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#LongTermOrientation 10 2.3
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-Organizational Outcome#ShortTermOrientation 12 2.7
## Detering Institutional Factor-xxxinternal environment#LongTermOrientation 1 0.2
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Detering Institutional Factor-xxxinternal environment#ShortTermOrientation 2 0.5
## Organizational Outcome-Organizational Outcome#LongTermOrientation 5 1.1
## Organizational Outcome-Organizational Outcome#NA 16 3.6
## Organizational Outcome-Organizational Outcome#ShortTermOrientation 9 2.0
## xxxinternal environment-Organizational Outcome#LongTerm orientation 1 0.2
## xxxinternal environment-Organizational Outcome#LongTermOrientation 96 21.7
## xxxinternal environment-organizational outcome#NA 4 0.9
## xxxinternal environment-Organizational Outcome#NA 116 26.2
## xxxinternal environment-Organizational Outcome#ShortTermOrientation 99 22.4
## xxxinternal environment-xxxinternal environment#LongTermOrientation 10 2.3
## xxxinternal environment-xxxinternal environment#NA 11 2.5
## xxxinternal environment-xxxinternal environment#ShortTermOrientation 13 2.9
## ──────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 23## TABLE 4o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────
## attitudes-behaviors#LongTermOrientation 1 0.1
## attitudes-behaviors#NA 2 0.3
## attitudes-behaviors#ShortTermOrientation 1 0.1
## bahaviors-team effectiveness#NA 4 0.5
## bahaviors-team effectiveness#ShortTermOrientation 2 0.3
## behaviors-behaviors#LongTermOrientation 3 0.4
## behaviors-behaviors#NA 16 2.0
## behaviors-behaviors#ShortTermOrientation 3 0.4
## behaviors-constructive leadership#LongTermOrientation 1 0.1
## behaviors-emerging state#LongTermOrientation 1 0.1
## behaviors-emerging state#ShortTermOrientation 1 0.1
## behaviors-motivation#LongTermOrientation 1 0.1
## behaviors-motivation#ShortTermOrientation 1 0.1
## big five-motivation#NA 46 5.8
## constructive leadership-behaviors#LongTermOrientation 4 0.5
## constructive leadership-behaviors#NA 21 2.6
## constructive leadership-behaviors#ShortTermOrientation 18 2.3
## constructive leadership-constructive leadership#LongTermOrientation 2 0.3
## constructive leadership-constructive leadership#ShortTermOrientation 4 0.5
## constructive leadership-motivation#LongTermOrientation 4 0.5
## constructive leadership-motivation#NA 18 2.3
## constructive leadership-motivation#ShortTermOrientation 8 1.0
## constructive leadership-Personal characteristics#LongTermOrientation 1 0.1
## constructive leadership-Personal characteristics#ShortTermOrientation 1 0.1
## constructive leadership-stress#NA 2 0.3
## constructive leadership-stress#ShortTermOrientation 4 0.5
## constructive leadership-team effectiveness#NA 15 1.9
## Constructive Leadership-well-being#NA 16 2.0
## emerging state-behaviors#NA 2 0.3
## emerging state-team effectiveness#LongTermOrientation 1 0.1
## emerging state-team effectiveness#NA 4 0.5
## emerging state-team effectiveness#ShortTermOrientation 2 0.3
## leadership-behaviors#NA 2 0.3
## leadership-stress#NA 2 0.3
## leadership-wellbeing#NA 2 0.3
## motivation-behaviors#LongTermOrientation 19 2.4
## motivation-behaviors#NA 46 5.8
## motivation-behaviors#ShortTermOrientation 11 1.4
## motivation-Constructive Leadership#LongTermOrientation 1 0.1
## motivation-Constructive Leadership#ShortTermOrientation 1 0.1
## motivation-motivation#LongTermOrientation 71 8.9
## motivation-motivation#NA 24 3.0
## motivation-motivation#ShortTermOrientation 36 4.5
## motivation-personal characteristics#LongTermOrientation 4 0.5
## motivation-Personal characteristics#LongTermOrientation 4 0.5
## motivation-personal characteristics#ShortTermOrientation 2 0.3
## motivation-Personal characteristics#ShortTermOrientation 4 0.5
## motivation-stress#LongTermOrientation 30 3.8
## motivation-stress#NA 19 2.4
## motivation-stress#ShortTermOrientation 24 3.0
## motivation-team effectiveness#LongTermOrientation 1 0.1
## motivation-team effectiveness#ShortTermOrientation 1 0.1
## motivation-well-being#NA 1 0.1
## motivation-well-being#ShortTermOrientation 1 0.1
## personal characteristics-behaviors#NA 2 0.3
## Personal characteristics-behaviors#NA 20 2.5
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#NA 13 1.6
## Personal characteristics-motivation#ShortTermOrientation 13 1.6
## personal characteristics-personal characteristics#LongTermOrientation 1 0.1
## Personal characteristics-Personal characteristics#LongTermOrientation 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## personal characteristics-personal characteristics#ShortTermOrientation 1 0.1
## Personal characteristics-Personal characteristics#ShortTermOrientation 1 0.1
## Personal characteristics-stress#LongTermOrientation 2 0.3
## Personal characteristics-stress#ShortTermOrientation 6 0.8
## stress-behaviors#LongTermOrientation 2 0.3
## stress-behaviors#NA 2 0.3
## stress-behaviors#ShortTermOrientation 4 0.5
## stress-motivation#LongTermOrientation 15 1.9
## stress-motivation#NA 5 0.6
## stress-motivation#ShortTermOrientation 20 2.5
## stress-stress#LongTermOrientation 11 1.4
## stress-stress#NA 10 1.3
## stress-stress#ShortTermOrientation 13 1.6
## team input-behaviors#LongTermOrientation 3 0.4
## team input-behaviors#ShortTermOrientation 3 0.4
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#NA 4 0.5
## team input-team process#NA 10 1.3
## well-being-behaviors#LongTermOrientation 2 0.3
## well-being-behaviors#NA 8 1.0
## well-being-behaviors#ShortTermOrientation 7 0.9
## well-being-motivation#LongTermOrientation 2 0.3
## well-being-motivation#NA 1 0.1
## well-being-motivation#ShortTermOrientation 26 3.3
## well-being-stress#LongTermOrientation 1 0.1
## well-being-stress#NA 1 0.1
## well-being-stress#ShortTermOrientation 11 1.4
## well-being-well-being#ShortTermOrientation 22 2.8
## wellbeing-behaviors#NA 2 0.3
## wellbeing-stress#NA 2 0.3
## ──────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 92## TABLE 4b. IB and OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#LongTermOrientation 1 2.1
## behaviors-Organizational Outcome#NA 4 8.3
## behaviors-Organizational Outcome#ShortTermOrientation 1 2.1
## motivation-Organizational Outcome#LongTermOrientation 4 8.3
## motivation-Organizational Outcome#NA 2 4.2
## motivation-Organizational Outcome#ShortTermOrientation 5 10.4
## Organizational Outcome-attitudes#LongTermOrientation 2 4.2
## Organizational Outcome-attitudes#ShortTermOrientation 2 4.2
## Personal characteristics-organizational outcome#LongTermOrientation 1 2.1
## Personal characteristics-organizational outcome#NA 6 12.5
## Personal characteristics-organizational outcome#ShortTermOrientation 1 2.1
## team effectiveness-Organizational Outcome#LongTermOrientation 2 4.2
## team effectiveness-Organizational Outcome#NA 8 16.7
## team effectiveness-Organizational Outcome#ShortTermOrientation 4 8.3
## xxxinternal environment-motivation#LongTermOrientation 4 8.3
## xxxinternal environment-motivation#ShortTermOrientation 1 2.1
## ────────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 16## TABLE 5i. IB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────────────────
## Absorptive capacity(ACAP)-financial performance#Indulgence 1 0.2
## Absorptive capacity(ACAP)-financial performance#Restraint 1 0.2
## Absorptive capacity(ACAP)-Innovation#Indulgence 1 0.2
## Absorptive capacity(ACAP)-Innovation#Restraint 1 0.2
## Aesthetic quality-Perceived value#Indulgence 1 0.2
## Aesthetic quality-Perceived value#Restraint 1 0.2
## alignment mechanism-performance#Indulgence 1 0.2
## alignment mechanism-performance#Restraint 1 0.2
## assest specificity-governance structures#Indulgence 1 0.2
## assest specificity-governance structures#Restraint 1 0.2
## assest specificity-hierarchical governance#Indulgence 1 0.2
## assest specificity-hierarchical governance#Restraint 1 0.2
## assest specificity-relational governance#Indulgence 1 0.2
## assest specificity-relational governance#Restraint 1 0.2
## blockholders-performance#Indulgence 1 0.2
## blockholders-performance#Restraint 1 0.2
## board independence-performance#Indulgence 1 0.2
## board independence-performance#Restraint 1 0.2
## breadth of knowledge sources-Environmental innovation#Indulgence 1 0.2
## breadth of knowledge sources-Environmental innovation#Restraint 1 0.2
## Business planning-Performance#NA 2 0.5
## Business ties-Firm performance#NA 2 0.5
## CEO duality-performance#Indulgence 1 0.2
## CEO duality-performance#Restraint 1 0.2
## CEO pay-performance#Indulgence 1 0.2
## CEO pay-performance#Restraint 1 0.2
## Cohesive Networks-Innovation#NA 10 2.3
## Contextual distance-international strategic alliances(ISA) performance#Restraint 2 0.5
## Corporate Reputation-Corporate social performance#Indulgence 1 0.2
## Corporate Reputation-Corporate social performance#NA 1 0.2
## Corporate Reputation-Customer Commitment#Indulgence 1 0.2
## Corporate Reputation-Customer Commitment#NA 1 0.2
## Corporate Reputation-Customer Loyalty#Indulgence 1 0.2
## Corporate Reputation-Customer Loyalty#NA 1 0.2
## Corporate Reputation-Customer Trust#Indulgence 1 0.2
## Corporate Reputation-Customer Trust#NA 1 0.2
## Corporate Reputation-Future Financial Performance#Indulgence 1 0.2
## Corporate Reputation-Future Financial Performance#NA 1 0.2
## Corporate Reputation-Priori Financial Performance#Indulgence 1 0.2
## Corporate Reputation-Priori Financial Performance#NA 1 0.2
## Corporate venturing-Overall performance#Indulgence 1 0.2
## Corporate venturing-Overall performance#Restraint 2 0.5
## Corruption-FDI attractiveness#NA 2 0.5
## Cultural differences-Entry strategy#Indulgence 1 0.2
## Cultural differences-Entry strategy#Restraint 2 0.5
## Cultural differences-Overall performance#Indulgence 1 0.2
## Cultural differences-Overall performance#Restraint 2 0.5
## Cultural Distance-Performance#Indulgence 4 0.9
## Cultural Distance-Performance#NA 12 2.7
## Customer demand-Environmental innovation#Indulgence 1 0.2
## Customer demand-Environmental innovation#Restraint 1 0.2
## democratic institution-FDI attractiveness#NA 2 0.5
## Diverse Networks-Innovation#NA 10 2.3
## Dynamic capabilities-Firm performance#Indulgence 1 0.2
## Dynamic capabilities-Firm performance#NA 10 2.3
## Dynamic capabilities-Firm performance#Restraint 1 0.2
## Efficiency-firm performance#Indulgence 2 0.5
## Efficiency-firm performance#Restraint 3 0.7
## Environmental innovation-organization performance#Indulgence 1 0.2
## Environmental innovation-organization performance#Restraint 1 0.2
## environmental management practices-firm performance#NA 12 2.7
## Environmental management system(EMS)-Environmental innovation#Indulgence 1 0.2
## Environmental management system(EMS)-Environmental innovation#Restraint 1 0.2
## executive compensation-corporate performance#Indulgence 12 2.7
## executive compensation-corporate performance#NA 1 0.2
## executive compensation-corporate performance#Restraint 16 3.6
## Export Market Orientation-Performance-related consequences#NA 7 1.6
## Export Market Orientation-Strategy-related consequences#NA 7 1.6
## family firms-financial performance#NA 8 1.8
## family involvement-financial performance#NA 4 0.9
## Firm Capabilities-Export Market Orientation#NA 7 1.6
## Firm Risk-Corporate Reputation#Indulgence 1 0.2
## Firm Risk-Corporate Reputation#NA 1 0.2
## Firm Size-Corporate Reputation#Indulgence 1 0.2
## Firm Size-Corporate Reputation#NA 1 0.2
## firm size-Environmental innovation#Indulgence 1 0.2
## firm size-Environmental innovation#Restraint 1 0.2
## green innovation-financial performance#NA 2 0.5
## High-performance work practices (HPWPs)-Business Performance#Indulgence 10 2.3
## High-performance work practices (HPWPs)-Business Performance#Restraint 18 4.1
## host country risk-foreign ownership strategy#Indulgence 4 0.9
## host country risk-foreign ownership strategy#NA 4 0.9
## host country risk-foreign ownership strategy#Restraint 4 0.9
## HR practices-firm performance#Indulgence 1 0.2
## HR practices-firm performance#Restraint 3 0.7
## Innovation-firm performance#Indulgence 3 0.7
## Innovation-firm performance#Restraint 3 0.7
## Innovation-Overall performance#Indulgence 1 0.2
## Innovation-Overall performance#Restraint 2 0.5
## innovation-SME performance#NA 3 0.7
## insitutional investors-performance#Indulgence 1 0.2
## insitutional investors-performance#Restraint 1 0.2
## institutional quality-FDI attractiveness#NA 2 0.5
## Inter-organizational Trust-Organizational performance#Indulgence 1 0.2
## Inter-organizational Trust-Organizational performance#Restraint 1 0.2
## International Business Combination-Firm Performance#Indulgence 1 0.2
## International Business Combination-Firm Performance#Restraint 2 0.5
## Internationalization-family firm performance#Indulgence 1 0.2
## Internationalization-family firm performance#NA 10 2.3
## Internationalization-family firm performance#Restraint 1 0.2
## Internationalization-firm performance#Indulgence 13 2.9
## Internationalization-firm performance#Restraint 19 4.3
## investment mechanism-performance#Indulgence 1 0.2
## investment mechanism-performance#Restraint 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#Indulgence 1 0.2
## Knowledge-Friendly Organisational Culture-Organizational Performance#NA 10 2.3
## Knowledge-Friendly Organisational Culture-Organizational Performance#Restraint 1 0.2
## Leadership-firm performance#Indulgence 1 0.2
## Leadership-firm performance#Restraint 2 0.5
## Long-term institutional ownership-Corporate Reputation#Indulgence 1 0.2
## Long-term institutional ownership-Corporate Reputation#NA 1 0.2
## managerial ownership-performance#Indulgence 1 0.2
## managerial ownership-performance#Restraint 1 0.2
## Managerial ties-Firm performance#NA 2 0.5
## Market Concentration-Environmental innovation#Indulgence 1 0.2
## Market Concentration-Environmental innovation#Restraint 1 0.2
## Media Visibility-Corporate Reputation#Indulgence 1 0.2
## Media Visibility-Corporate Reputation#NA 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Indulgence 1 0.2
## Mindsets of top managers-Proactive environmental strategies#Restraint 1 0.2
## monitoring mechnism-performance#Indulgence 1 0.2
## monitoring mechnism-performance#Restraint 1 0.2
## Non-VRIN resources-accounting performance#Indulgence 1 0.2
## Non-VRIN resources-accounting performance#Restraint 1 0.2
## Non-VRIN resources-market performance#Indulgence 1 0.2
## Non-VRIN resources-market performance#Restraint 1 0.2
## Non-VRIN resources-performance#Indulgence 1 0.2
## Non-VRIN resources-performance#Restraint 1 0.2
## organizational capabilities-firm performance#Indulgence 2 0.5
## organizational capabilities-firm performance#Restraint 1 0.2
## organizational social capital-firm performance#Indulgence 1 0.2
## organizational social capital-firm performance#Restraint 2 0.5
## political stability-FDI attractiveness#NA 2 0.5
## Political ties-Firm performance#NA 2 0.5
## Proactive environmental strategies-Economic performance#Indulgence 1 0.2
## Proactive environmental strategies-Economic performance#Restraint 1 0.2
## Proactive environmental strategies-Environment performance#Indulgence 1 0.2
## Proactive environmental strategies-Environment performance#Restraint 1 0.2
## Productivity Measurement and Enhancement System (ProMES)-productivity#Indulgence 4 0.9
## Regulation-Environmental innovation#Indulgence 1 0.2
## Regulation-Environmental innovation#Restraint 1 0.2
## Regulation-Proactive environmental strategies#Indulgence 1 0.2
## Regulation-Proactive environmental strategies#Restraint 1 0.2
## Resource dependence-alliance#Indulgence 1 0.2
## Resource dependence-alliance#Restraint 1 0.2
## Resource dependence-board interlock#Indulgence 1 0.2
## Resource dependence-board interlock#Restraint 1 0.2
## Resource dependence-Interorganizational arrangements#Indulgence 1 0.2
## Resource dependence-Interorganizational arrangements#Restraint 1 0.2
## Resource dependence-joint venture#Indulgence 1 0.2
## Resource dependence-joint venture#Restraint 1 0.2
## Resource dependence-M&A#Indulgence 1 0.2
## Resource dependence-M&A#Restraint 1 0.2
## Resources-accounting performance#Indulgence 1 0.2
## Resources-accounting performance#Restraint 1 0.2
## Resources-market performance#Indulgence 1 0.2
## Resources-market performance#Restraint 1 0.2
## Resources-performance#Indulgence 1 0.2
## Resources-performance#Restraint 1 0.2
## rule of law-FDI attractiveness#NA 2 0.5
## Social&Environmental disclosures-Financial profitability#NA 6 1.4
## Stakeholder norms-Proactive environmental strategies#Indulgence 1 0.2
## Stakeholder norms-Proactive environmental strategies#Restraint 1 0.2
## state ownership-performance#Restraint 1 0.2
## Strategic performance measurement systems-Financial Performance#Indulgence 1 0.2
## Strategic performance measurement systems-Financial Performance#NA 10 2.3
## Strategic performance measurement systems-Financial Performance#Restraint 1 0.2
## Strategic performance measurement systems-General Performance#Indulgence 1 0.2
## Strategic performance measurement systems-General Performance#NA 10 2.3
## Strategic performance measurement systems-General Performance#Restraint 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#Indulgence 1 0.2
## Strategic performance measurement systems-Strategic Capabilities#NA 8 1.8
## Strategic performance measurement systems-Strategic Capabilities#Restraint 1 0.2
## Strategic renewal-Overall performance#Indulgence 1 0.2
## Strategic renewal-Overall performance#Restraint 2 0.5
## Subsidy-Environmental innovation#Indulgence 1 0.2
## Subsidy-Environmental innovation#Restraint 1 0.2
## Tax rates-FDI attractiveness#NA 2 0.5
## technological capabilities-Environmental innovation#Indulgence 1 0.2
## technological capabilities-Environmental innovation#Restraint 1 0.2
## VC investments-VC funded firm performance#NA 2 0.5
## VRIN resources-accounting performance#Indulgence 1 0.2
## VRIN resources-accounting performance#Restraint 1 0.2
## VRIN resources-market performance#Indulgence 1 0.2
## VRIN resources-market performance#Restraint 1 0.2
## VRIN resources-performance#Indulgence 1 0.2
## VRIN resources-performance#Restraint 1 0.2
## ────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442## TABLE 5o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────────────────────────
## abusive supervision-Emotional exhaustion#Indulgence 1 0.1
## abusive supervision-Emotional exhaustion#Restraint 1 0.1
## abusive supervision-Job satisfaction#Indulgence 1 0.1
## abusive supervision-Job satisfaction#Restraint 1 0.1
## abusive supervision-OCBI#Indulgence 1 0.1
## abusive supervision-OCBI#Restraint 1 0.1
## abusive supervision-OCBO#Indulgence 1 0.1
## abusive supervision-OCBO#Restraint 1 0.1
## abusive supervision-organization directed deviance#Indulgence 1 0.1
## abusive supervision-organization directed deviance#Restraint 1 0.1
## abusive supervision-organizational citizenship behavior#Indulgence 1 0.1
## abusive supervision-organizational citizenship behavior#Restraint 1 0.1
## abusive supervision-Procedural justice#Indulgence 1 0.1
## abusive supervision-Procedural justice#Restraint 1 0.1
## abusive supervision-Subordinate work performance#Indulgence 1 0.1
## abusive supervision-Subordinate work performance#Restraint 1 0.1
## abusive supervision-Supervisor-directed deviance#Indulgence 1 0.1
## abusive supervision-Supervisor-directed deviance#Restraint 1 0.1
## abusive supervision-Turnover intention#Indulgence 1 0.1
## abusive supervision-Turnover intention#Restraint 1 0.1
## abusive supervision-Voice#Indulgence 1 0.1
## abusive supervision-Voice#Restraint 1 0.1
## Affective commitment-Organizational citizenship behavior#NA 2 0.3
## Affective commitment to change-Continuance commitment to change#Indulgence 1 0.1
## Affective commitment to change-Continuance commitment to change#Restraint 1 0.1
## Affective commitment to change-Normative commitment to change#Indulgence 1 0.1
## Affective commitment to change-Normative commitment to change#Restraint 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#Indulgence 1 0.1
## Affective Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Affective Commitment to the Organization-Overall job performance#Indulgence 1 0.1
## Affective Commitment to the Organization-Overall job performance#NA 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#Indulgence 1 0.1
## Affective Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Age-Affective Commitment to the Organization#Indulgence 1 0.1
## Age-Affective Commitment to the Organization#NA 1 0.1
## Age-Continuance Commitment to the Organization#Indulgence 1 0.1
## Age-Continuance Commitment to the Organization#NA 1 0.1
## Age-Normative Commitment to the Organization#Indulgence 1 0.1
## Age-Normative Commitment to the Organization#NA 1 0.1
## Agreeableness-Affective commitment#NA 2 0.3
## Agreeableness-Continuance commitment#NA 2 0.3
## Agreeableness-Normative commitment#NA 2 0.3
## Agreeableness-Overall/attitudinal commitment#NA 2 0.3
## Anticipated pay increase/promotion-knowledge sharing#NA 2 0.3
## collective attitudes/perception-Collective turnover#Indulgence 1 0.1
## collective attitudes/perception-Collective turnover#NA 4 0.5
## collective attitudes/perception-Collective turnover#Restraint 2 0.3
## Communication-knowledge sharing#NA 2 0.3
## Competitive goal interdependence-open-minded discussion#Indulgence 1 0.1
## Competitive goal interdependence-open-minded discussion#Restraint 1 0.1
## Congruence-Satisfaction#Indulgence 1 0.1
## Congruence-Satisfaction#NA 1 0.1
## Conscientiousness-Affective commitment#NA 2 0.3
## Conscientiousness-Continuance commitment#NA 2 0.3
## Conscientiousness-Normative commitment#NA 2 0.3
## Conscientiousness-Overall/attitudinal commitment#NA 2 0.3
## Continuance commitment-Organizational citizenship behavior#NA 2 0.3
## Continuance commitment to change-Normative commitment to change#Indulgence 1 0.1
## Continuance commitment to change-Normative commitment to change#Restraint 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#Indulgence 1 0.1
## Continuance Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#Indulgence 1 0.1
## Continuance Commitment to the Organization-Normative Commitment to the Organization#NA 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#Indulgence 1 0.1
## Continuance Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Continuance Commitment to the Organization-Overall job performance#Indulgence 1 0.1
## Continuance Commitment to the Organization-Overall job performance#NA 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#Indulgence 1 0.1
## Continuance Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## Cooperative goal interdependence-open-minded discussion#Indulgence 1 0.1
## Cooperative goal interdependence-open-minded discussion#Restraint 1 0.1
## creativity-innovation#NA 6 0.8
## Cultural diversity-Conflict#NA 2 0.3
## Cultural diversity-Social integration#NA 2 0.3
## Education-Affective Commitment to the Organization#Indulgence 1 0.1
## Education-Affective Commitment to the Organization#NA 1 0.1
## Education-Continuance Commitment to the Organization#Indulgence 1 0.1
## Education-Continuance Commitment to the Organization#NA 1 0.1
## Education-Normative Commitment to the Organization#Indulgence 1 0.1
## Education-Normative Commitment to the Organization#NA 1 0.1
## Emotional Exhaustion-Job Control#Indulgence 4 0.5
## Emotional Exhaustion-Job Control#Restraint 2 0.3
## Emotional Exhaustion-Job demands #Indulgence 4 0.5
## Emotional Exhaustion-Job demands #Restraint 2 0.3
## Emotional exhaustion-turnover intention#NA 2 0.3
## Emotional Exhaustion-workplace Support#Indulgence 4 0.5
## Emotional Exhaustion-workplace Support#Restraint 2 0.3
## Emotional Intelligence-Entrepreneurial intention#Indulgence 1 0.1
## Emotional Intelligence-Entrepreneurial intention#NA 10 1.3
## Emotional Intelligence-Entrepreneurial intention#Restraint 1 0.1
## Emotional Intelligence-Job Performance#NA 8 1.0
## Emotional Stability-Affective commitment#NA 2 0.3
## Emotional Stability-Continuance commitment#NA 2 0.3
## Emotional Stability-Normative commitment#NA 2 0.3
## Emotional Stability-Overall/attitudinal commitment#NA 2 0.3
## Extraversion-Affective commitment#NA 2 0.3
## Extraversion-Continuance commitment#NA 4 0.5
## Extraversion-Normative commitment#NA 2 0.3
## Extraversion-Overall/attitudinal commitment#NA 2 0.3
## fairness-affective organizational commitment#NA 2 0.3
## Family-Work Enrichment-Job Satisfaction#Indulgence 1 0.1
## Family-Work Enrichment-Job Satisfaction#Restraint 1 0.1
## Gender-Affective Commitment to the Organization#Indulgence 1 0.1
## Gender-Affective Commitment to the Organization#NA 1 0.1
## Gender-Continuance Commitment to the Organization#Indulgence 1 0.1
## Gender-Continuance Commitment to the Organization#NA 1 0.1
## Gender-depersonalization#Indulgence 4 0.5
## Gender-Emotional exhaustion#Indulgence 4 0.5
## Gender-entrepreneurial intention#Indulgence 1 0.1
## Gender-entrepreneurial intention#Restraint 1 0.1
## Gender-Normative Commitment to the Organization#Indulgence 1 0.1
## Gender-Normative Commitment to the Organization#NA 1 0.1
## Gender Differences-Negotiation Performance#NA 12 1.5
## Gender Diversity-Objective performance#NA 8 1.0
## Gender Diversity-Subjective Performance#NA 8 1.0
## Gender Diversity-Task Performance#NA 8 1.0
## Idiosyncratic deals-Affective commitment#Indulgence 1 0.1
## Idiosyncratic deals-Affective commitment#Restraint 1 0.1
## Idiosyncratic deals-Age#Indulgence 1 0.1
## Idiosyncratic deals-Age#Restraint 1 0.1
## Idiosyncratic deals-Education#Indulgence 1 0.1
## Idiosyncratic deals-Education#Restraint 1 0.1
## Idiosyncratic deals-Female#Indulgence 1 0.1
## Idiosyncratic deals-Female#Restraint 1 0.1
## Idiosyncratic deals-Job satisfaction#Indulgence 1 0.1
## Idiosyncratic deals-Job satisfaction#Restraint 1 0.1
## Idiosyncratic deals-LMX#Indulgence 1 0.1
## Idiosyncratic deals-LMX#Restraint 1 0.1
## Idiosyncratic deals-Organizational tenure#Indulgence 1 0.1
## Idiosyncratic deals-Organizational tenure#Restraint 1 0.1
## Idiosyncratic deals-perceived organizational support#Indulgence 1 0.1
## Idiosyncratic deals-perceived organizational support#Restraint 1 0.1
## Idiosyncratic deals-Proactive personality#Indulgence 1 0.1
## Idiosyncratic deals-Proactive personality#Restraint 1 0.1
## Idiosyncratic deals-Turnover intention#Indulgence 1 0.1
## Idiosyncratic deals-Turnover intention#Restraint 1 0.1
## Independent goal interdependence-open-minded discussion#Indulgence 1 0.1
## Independent goal interdependence-open-minded discussion#Restraint 1 0.1
## Intra-organizational Trust-Individual performance#Indulgence 1 0.1
## Intra-organizational Trust-Individual performance#Restraint 1 0.1
## Intra-organizational Trust-Team performance#Indulgence 1 0.1
## Intra-organizational Trust-Team performance#Restraint 1 0.1
## Job Control-(reduced) personal accomplishment#NA 2 0.3
## Job Control-depersonalisation#NA 2 0.3
## Job Control-emotional exhaustion#NA 2 0.3
## Job Control-workplace Support#Indulgence 4 0.5
## Job Control-workplace Support#Restraint 2 0.3
## Job demands -Job Control#Indulgence 4 0.5
## Job demands -Job Control#Restraint 2 0.3
## Job demands -workplace Support#Indulgence 4 0.5
## Job demands -workplace Support#Restraint 2 0.3
## Job satisfaction-Job Control#Indulgence 4 0.5
## Job satisfaction-Job Control#Restraint 2 0.3
## Job satisfaction-Job demands #Indulgence 4 0.5
## Job satisfaction-Job demands #Restraint 2 0.3
## Job satisfaction-Organizational Justice#Indulgence 1 0.1
## Job satisfaction-Organizational Justice#Restraint 1 0.1
## Job satisfaction-Procedural justice#Indulgence 1 0.1
## Job satisfaction-Procedural justice#Restraint 1 0.1
## Job satisfaction-turnover intention#NA 2 0.3
## Job satisfaction-workplace Support#Indulgence 4 0.5
## Job satisfaction-workplace Support#Restraint 2 0.3
## leader-member exchange-family-work enrichment#NA 4 0.5
## leader-member exchange-Family interference with work#NA 4 0.5
## leader-member exchange-Work-family enrichment#NA 4 0.5
## leader-member exchange-Work interference with family#NA 4 0.5
## Leader–Member Exchange-Distributive justice#NA 2 0.3
## Leader–Member Exchange-Interactional justice#NA 2 0.3
## Leader–Member Exchange-Organizational citizenship behavior#NA 2 0.3
## Leader–Member Exchange-Procedural justice#NA 2 0.3
## Leader–Member Exchange-Task performance#NA 2 0.3
## Leader Member Exchange-Affective commitment#NA 2 0.3
## Leader Member Exchange-Job satisfaction#NA 2 0.3
## Leader Member Exchange-Normative commitment#NA 2 0.3
## Leader Member Exchange-Turnover intention#NA 2 0.3
## leader mistreatment-counterproductive work behavior#NA 2 0.3
## leader mistreatment-self-regulatory capacity impairment#NA 2 0.3
## leader mistreatment-state negative affect#NA 2 0.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## Negative family-to-work spillover-Home support#Indulgence 1 0.1
## Negative family-to-work spillover-Home support#Restraint 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Indulgence 1 0.1
## Negative family-to-work spillover-Job & career satisfaction#Restraint 1 0.1
## Negative family-to-work spillover-Support from work#Indulgence 1 0.1
## Negative family-to-work spillover-Support from work#Restraint 1 0.1
## Negative family-to-work spillover-Work strain#Indulgence 1 0.1
## Negative family-to-work spillover-Work strain#Restraint 1 0.1
## Negative work-to-family spillover-Home/family strain#Indulgence 1 0.1
## Negative work-to-family spillover-Home/family strain#Restraint 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Indulgence 1 0.1
## Negative work-to-family spillover-Job & career satisfaction#Restraint 1 0.1
## Negative work-to-family spillover-Life satisfaction#Indulgence 1 0.1
## Negative work-to-family spillover-Life satisfaction#Restraint 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Indulgence 1 0.1
## Negative work-to-family spillover-Mental health & well-being#Restraint 1 0.1
## Negative work-to-family spillover-Support from work#Indulgence 1 0.1
## Negative work-to-family spillover-Support from work#Restraint 1 0.1
## Negative work-to-family spillover-Work engagement#Indulgence 1 0.1
## Negative work-to-family spillover-Work engagement#Restraint 1 0.1
## Negative work-to-family spillover-Work strain#Indulgence 1 0.1
## Negative work-to-family spillover-Work strain#Restraint 1 0.1
## Neuroticism-achievement motivation#NA 4 0.5
## Normative commitment-Organizational citizenship behavior#NA 2 0.3
## Normative Commitment to the Organization-Affective Commitment to the Organization#Indulgence 1 0.1
## Normative Commitment to the Organization-Affective Commitment to the Organization#NA 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#Indulgence 1 0.1
## Normative Commitment to the Organization-organizational citizenship behavior#NA 1 0.1
## Normative Commitment to the Organization-Overall job performance#Indulgence 1 0.1
## Normative Commitment to the Organization-Overall job performance#NA 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#Indulgence 1 0.1
## Normative Commitment to the Organization-Overall withdrawal cognition#NA 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Indulgence 1 0.1
## OCB-Inclusive role breadth-organizational citizenship behavior#Restraint 1 0.1
## Occupational commitment-Affective Commitment to the Organization#Indulgence 1 0.1
## Occupational commitment-Affective Commitment to the Organization#NA 1 0.1
## open-minded discussion-Commitment#Indulgence 1 0.1
## open-minded discussion-Commitment#Restraint 1 0.1
## open-minded discussion-Creativity#Indulgence 1 0.1
## open-minded discussion-Creativity#Restraint 1 0.1
## open-minded discussion-LMX#Restraint 1 0.1
## open-minded discussion-Performance#Indulgence 1 0.1
## open-minded discussion-Performance#Restraint 1 0.1
## open-minded discussion-Relationship quality#Indulgence 1 0.1
## open-minded discussion-Relationship quality#Restraint 1 0.1
## Openness to Experience-Affective commitment#NA 2 0.3
## Openness to Experience-Continuance commitment#NA 2 0.3
## Openness to Experience-Normative commitment#NA 2 0.3
## Openness to Experience-Overall/attitudinal commitment#NA 2 0.3
## Organization tenure-Affective Commitment to the Organization#Indulgence 1 0.1
## Organization tenure-Affective Commitment to the Organization#NA 1 0.1
## Organization tenure-Continuance Commitment to the Organization#Indulgence 1 0.1
## Organization tenure-Continuance Commitment to the Organization#NA 1 0.1
## Organization tenure-Normative Commitment to the Organization#Indulgence 1 0.1
## Organization tenure-Normative Commitment to the Organization#NA 1 0.1
## Organizational commitment-Organizational citizenship behavior#NA 2 0.3
## Organizational commitment-Organizational Justice#Indulgence 1 0.1
## Organizational commitment-Organizational Justice#Restraint 1 0.1
## Organizational commitment-Procedural justice#Indulgence 1 0.1
## Organizational commitment-Procedural justice#Restraint 1 0.1
## Organizational commitment-turnover intention#NA 2 0.3
## Organizational support-Affective Commitment to the Organization#Indulgence 1 0.1
## Organizational support-Affective Commitment to the Organization#NA 1 0.1
## Organizational support-Continuance Commitment to the Organization#Indulgence 1 0.1
## Organizational support-Continuance Commitment to the Organization#NA 1 0.1
## Organizational support-Normative Commitment to the Organization#Indulgence 1 0.1
## Organizational support-Normative Commitment to the Organization#NA 1 0.1
## Outcome interdependence-Overall team performance#NA 2 0.3
## Outcome interdependence-Relational team functioning#NA 2 0.3
## Outcome interdependence-Task-focused team functioning#NA 2 0.3
## Overall job satisfaction-Affective Commitment to the Organization#Indulgence 1 0.1
## Overall job satisfaction-Affective Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#Indulgence 1 0.1
## Overall job satisfaction-Continuance Commitment to the Organization#NA 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#Indulgence 1 0.1
## Overall job satisfaction-Normative Commitment to the Organization#NA 1 0.1
## Overall Role Stress-affective commitment#Indulgence 1 0.1
## Overall Role Stress-affective commitment#Restraint 1 0.1
## Perceived organizational support-Affective commitment#NA 2 0.3
## Perceived organizational support-Job involvement#NA 2 0.3
## Perceived organizational support-Job satisfaction#NA 2 0.3
## Perceived organizational support-Normative commitment#NA 2 0.3
## Perceived organizational support-Organizational citizenship behavior#NA 2 0.3
## Perceived organizational support-Task performance#NA 2 0.3
## Perceived organizational support-turnover intention#NA 2 0.3
## Perceived organizational support-Turnover intention#NA 2 0.3
## Perceived overqualification-job performance#NA 2 0.3
## Perceived overqualification-Job Satisfaction#NA 2 0.3
## Perceived overqualification-Organizational Commitment#NA 2 0.3
## Perceived overqualification-Overall job performance#NA 2 0.3
## Perceived overqualification-Turnover intention#NA 2 0.3
## Perceived supervisor support-turnover intention#NA 2 0.3
## perceptions of unfairness-absences#Indulgence 1 0.1
## perceptions of unfairness-absences#NA 1 0.1
## perceptions of unfairness-burnout#Indulgence 1 0.1
## perceptions of unfairness-burnout#NA 1 0.1
## perceptions of unfairness-mental health#Indulgence 1 0.1
## perceptions of unfairness-mental health#NA 1 0.1
## perceptions of unfairness-negative state#Indulgence 1 0.1
## perceptions of unfairness-negative state#NA 1 0.1
## perceptions of unfairness-Stress#Indulgence 1 0.1
## perceptions of unfairness-Stress#NA 1 0.1
## Person-focused leader behaviors-Subjective team performance#Indulgence 1 0.1
## Person-focused leader behaviors-Subjective team performance#Restraint 3 0.4
## Person-focused leadership-Team Effectiveness#NA 2 0.3
## Person–Group (P–G) Fit-Intent to quit#Indulgence 1 0.1
## Person–Group (P–G) Fit-Intent to quit#Restraint 5 0.6
## Person–Group (P–G) Fit-Job performance#Indulgence 1 0.1
## Person–Group (P–G) Fit-Job performance#Restraint 5 0.6
## Person–Group (P–G) Fit-Job satisfaction#Indulgence 1 0.1
## Person–Group (P–G) Fit-Job satisfaction#Restraint 6 0.8
## Person–Group (P–G) Fit-Organizational commitment#Indulgence 1 0.1
## Person–Group (P–G) Fit-Organizational commitment#Restraint 4 0.5
## Person–Job (P–J) Fit-Intent to quit#Indulgence 1 0.1
## Person–Job (P–J) Fit-Intent to quit#Restraint 6 0.8
## Person–Job (P–J) Fit-Job performance#Indulgence 1 0.1
## Person–Job (P–J) Fit-Job performance#Restraint 5 0.6
## Person–Job (P–J) Fit-Job satisfaction#Indulgence 1 0.1
## Person–Job (P–J) Fit-Job satisfaction#Restraint 8 1.0
## Person–Job (P–J) Fit-Organizational commitment#Indulgence 1 0.1
## Person–Job (P–J) Fit-Organizational commitment#Restraint 8 1.0
## Person–Organization (P–O) Fit-Intent to quit#Indulgence 1 0.1
## Person–Organization (P–O) Fit-Intent to quit#Restraint 9 1.1
## Person–Organization (P–O) Fit-Job performance#Indulgence 1 0.1
## Person–Organization (P–O) Fit-Job performance#Restraint 5 0.6
## Person–Organization (P–O) Fit-Job satisfaction#Indulgence 1 0.1
## Person–Organization (P–O) Fit-Job satisfaction#Restraint 10 1.3
## Person–Organization (P–O) Fit-Organizational commitment#Indulgence 1 0.1
## Person–Organization (P–O) Fit-Organizational commitment#Restraint 10 1.3
## Person–Organization (P–O) Fit-Person–Job (P–J) Fit#Restraint 1 0.1
## Person–Supervisor (P–S) Fit-Intent to quit#Indulgence 7 0.9
## Person–Supervisor (P–S) Fit-Intent to quit#Restraint 3 0.4
## Person–Supervisor (P–S) Fit-Job performance#Indulgence 1 0.1
## Person–Supervisor (P–S) Fit-Job performance#Restraint 3 0.4
## Person–Supervisor (P–S) Fit-Job satisfaction#Indulgence 1 0.1
## Person–Supervisor (P–S) Fit-Job satisfaction#Restraint 4 0.5
## Person–Supervisor (P–S) Fit-Organizational commitment#Indulgence 1 0.1
## Person–Supervisor (P–S) Fit-Organizational commitment#Restraint 4 0.5
## personnel changes-Collective turnover#Indulgence 1 0.1
## personnel changes-Collective turnover#NA 4 0.5
## personnel changes-Collective turnover#Restraint 1 0.1
## Place attachment-Pro-environmental behaviour#NA 2 0.3
## Position tenure-Affective Commitment to the Organization#Indulgence 1 0.1
## Position tenure-Affective Commitment to the Organization#NA 1 0.1
## Positive family-to-work spillover-Autonomy#Indulgence 1 0.1
## Positive family-to-work spillover-Autonomy#Restraint 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Indulgence 1 0.1
## Positive family-to-work spillover-Job & career satisfaction#Restraint 1 0.1
## Positive family-to-work spillover-Support from home#Indulgence 1 0.1
## Positive family-to-work spillover-Support from home#Restraint 1 0.1
## Positive family-to-work spillover-Support from work#Indulgence 1 0.1
## Positive family-to-work spillover-Support from work#Restraint 1 0.1
## Positive family-to-work spillover-Work engagement#Indulgence 1 0.1
## Positive family-to-work spillover-Work engagement#Restraint 1 0.1
## Positive family-to-work spillover-Work strain#Indulgence 1 0.1
## Positive family-to-work spillover-Work strain#Restraint 1 0.1
## Positive work-to-family spillover-Autonomy#Indulgence 1 0.1
## Positive work-to-family spillover-Autonomy#Restraint 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Indulgence 1 0.1
## Positive work-to-family spillover-Job & career satisfaction#Restraint 1 0.1
## Positive work-to-family spillover-Support from home#Indulgence 1 0.1
## Positive work-to-family spillover-Support from home#Restraint 1 0.1
## Positive work-to-family spillover-Support from work#Indulgence 1 0.1
## Positive work-to-family spillover-Support from work#Restraint 1 0.1
## Positive work-to-family spillover-Work engagement#Indulgence 1 0.1
## Positive work-to-family spillover-Work engagement#Restraint 1 0.1
## Positive work-to-family spillover-Work strain#Indulgence 1 0.1
## Positive work-to-family spillover-Work strain#Restraint 1 0.1
## public service motivation-age#Indulgence 2 0.3
## public service motivation-age#Restraint 1 0.1
## public service motivation-gender#Indulgence 2 0.3
## public service motivation-gender#Restraint 1 0.1
## Reciprocity-Knowledge sharing#NA 8 1.0
## Rewards-Knowledge sharing#NA 8 1.0
## Role ambiguity-Affective Commitment to the Organization#Indulgence 1 0.1
## Role ambiguity-Affective Commitment to the Organization#NA 1 0.1
## Role Ambiguity-affective commitment#Indulgence 1 0.1
## Role Ambiguity-affective commitment#Restraint 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#Indulgence 1 0.1
## Role ambiguity-Continuance Commitment to the Organization#NA 1 0.1
## Role ambiguity-depression#Indulgence 1 0.1
## Role ambiguity-depression#Restraint 2 0.3
## Role ambiguity-Normative Commitment to the Organization#Indulgence 1 0.1
## Role ambiguity-Normative Commitment to the Organization#NA 1 0.1
## Role conflict-Affective Commitment to the Organization#Indulgence 1 0.1
## Role conflict-Affective Commitment to the Organization#NA 1 0.1
## Role Conflict-affective commitment#Indulgence 1 0.1
## Role Conflict-affective commitment#Restraint 1 0.1
## Role conflict-Continuance Commitment to the Organization#Indulgence 1 0.1
## Role conflict-Continuance Commitment to the Organization#NA 1 0.1
## Role conflict-depression#Indulgence 1 0.1
## Role conflict-depression#Restraint 2 0.3
## Role conflict-turnover intention#NA 2 0.3
## Role Overload-affective commitment#Indulgence 1 0.1
## Role Overload-affective commitment#Restraint 1 0.1
## Romance of Leadership-perception of transformational/charismatic leadership#Indulgence 4 0.5
## Romance of Leadership-perception of transformational/charismatic leadership#Restraint 2 0.3
## Self-efficacy-Knowledge sharing#NA 8 1.0
## Self-enjoyment-Knowledge sharing#NA 8 1.0
## self-regulatory capacity impairment-counterproductive work behavior#NA 2 0.3
## Servant leadership-OCB#NA 6 0.8
## Servant leadership-Organizational commitment#NA 6 0.8
## Servant leadership-Performance#NA 4 0.5
## Servant leadership-Psychological capital#NA 2 0.3
## Servant leadership-Service climate#NA 2 0.3
## Servant leadership-Work engagement#NA 2 0.3
## Social network-knowledge sharing#NA 2 0.3
## Social trust-knowledge sharing#NA 2 0.3
## state negative affect-counterproductive work behavior#NA 2 0.3
## state negative affect-self-regulatory capacity impairment#NA 2 0.3
## subjective norm-actual system use#Indulgence 1 0.1
## subjective norm-actual system use#Restraint 1 0.1
## Subjective norm-knowledge sharing#NA 2 0.3
## Subjective Well-being-Job Performance#Indulgence 3 0.4
## Subjective Well-being-Job Performance#Restraint 3 0.4
## supervisor transformational leadership-Individual-level employee innovation#NA 11 1.4
## supervisor transformational leadership-Team-level employee innovation#NA 11 1.4
## Task interdependence-Overall team performance#NA 2 0.3
## Task interdependence-Relational team functioning#NA 2 0.3
## Task interdependence-Task-focused team functioning#NA 2 0.3
## Tasked-focused leadership-Team Effectiveness#NA 2 0.3
## Transformational Leadership-Commitment to change#Indulgence 1 0.1
## Transformational Leadership-Commitment to change#Restraint 1 0.1
## Transformational Leadership-Support for change#Indulgence 1 0.1
## Transformational Leadership-Support for change#Restraint 1 0.1
## Trust-Organizational Justice#Indulgence 1 0.1
## Trust-Organizational Justice#Restraint 1 0.1
## Trust-Procedural justice#Indulgence 1 0.1
## Trust-Procedural justice#Restraint 1 0.1
## Turnover intention-Organizational Justice#Indulgence 1 0.1
## Turnover intention-Organizational Justice#Restraint 1 0.1
## Turnover intention-Procedural justice#Indulgence 1 0.1
## Turnover intention-Procedural justice#Restraint 1 0.1
## Turnover intention-Turnover behavior#Indulgence 3 0.4
## Turnover intention-Turnover behavior#Restraint 3 0.4
## Work-Family Enrichment-Family Satisfaction#Indulgence 1 0.1
## Work-Family Enrichment-Family Satisfaction#Restraint 1 0.1
## Work-Family Enrichment-Job Performance#Indulgence 1 0.1
## Work-Family Enrichment-Job Performance#Restraint 2 0.3
## Work-Family Enrichment-Job Satisfaction#Indulgence 1 0.1
## Work-Family Enrichment-Job Satisfaction#NA 1 0.1
## Work-Family Enrichment-Job Satisfaction#Restraint 2 0.3
## Work-Family Enrichment-Organization Commitment#Indulgence 1 0.1
## Work-Family Enrichment-Organization Commitment#Restraint 1 0.1
## Work-Family Enrichment-Psychological Distress#Indulgence 1 0.1
## Work-Family Enrichment-Psychological Distress#Restraint 1 0.1
## Work-Family Enrichment-Turnover Intention#Indulgence 1 0.1
## Work-Family Enrichment-Turnover Intention#NA 1 0.1
## Work-Family Enrichment-Turnover Intention#Restraint 1 0.1
## Work-Family Enrichment-Work Engagement#Indulgence 1 0.1
## Work-Family Enrichment-Work Engagement#Restraint 2 0.3
## ──────────────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 430## TABLE 5b. IB and OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────
## Aesthetic quality-Behavioural intentions#Indulgence 1 2.1
## Aesthetic quality-Behavioural intentions#Restraint 1 2.1
## Collective Employee Turnover-Organizational Performance#Indulgence 1 2.1
## Collective Employee Turnover-Organizational Performance#NA 4 8.3
## Collective Employee Turnover-Organizational Performance#Restraint 2 4.2
## collective turnover-Organizational performance#Indulgence 1 2.1
## collective turnover-Organizational performance#NA 4 8.3
## collective turnover-Organizational performance#Restraint 2 4.2
## Contractual governance-Trust#Indulgence 2 4.2
## Contractual governance-Trust#Restraint 3 6.2
## Core product quality-Behavioural intentions#Indulgence 1 2.1
## Core product quality-Behavioural intentions#Restraint 1 2.1
## Emotional intelligence-service quality#Indulgence 1 2.1
## Emotional intelligence-service quality#NA 6 12.5
## Emotional intelligence-service quality#Restraint 1 2.1
## Employee performance-firm performance#Indulgence 1 2.1
## Employee performance-firm performance#Restraint 1 2.1
## Employee satisfaction-firm performance#Indulgence 1 2.1
## Employee satisfaction-firm performance#Restraint 1 2.1
## Entrepreneurial Self Efficacy-Firm Performance#NA 2 4.2
## Intra-organizational Trust-Organizational performance#Indulgence 1 2.1
## Intra-organizational Trust-Organizational performance#Restraint 1 2.1
## Management support-firm performance#Indulgence 1 2.1
## Management support-firm performance#Restraint 1 2.1
## Organizational commitment-firm performance#Indulgence 2 4.2
## Organizational commitment-firm performance#Restraint 1 2.1
## Service innovation-Firm performance#NA 4 8.3
## ──────────────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 27## TABLE 3i. IB## Frequency Statistics:
## ─────────────────────────────────────────────────────────────────────────────────────────────
## N %
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Attracting Economic Institutional Factor-innovation#Indulgence 2 0.5
## Attracting Economic Institutional Factor-innovation#Restraint 2 0.5
## Attracting Societal Institutional Factor-Attracting Economic Institutional Factor#NA 8 1.8
## Attracting Societal Institutional Factor-innovation#Indulgence 1 0.2
## Attracting Societal Institutional Factor-innovation#Restraint 1 0.2
## Attracting Societal Institutional Factor-strategic process#Indulgence 1 0.2
## Attracting Societal Institutional Factor-strategic process#Restraint 1 0.2
## Detering Economic Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Economic Institutional Factor-innovation#Indulgence 1 0.2
## Detering Economic Institutional Factor-innovation#Restraint 1 0.2
## Detering Economic Institutional Factor-organizational resource#Indulgence 1 0.2
## Detering Economic Institutional Factor-organizational resource#NA 1 0.2
## Detering Economic Institutional Factor-strategic process#Indulgence 1 0.2
## Detering Economic Institutional Factor-strategic process#Restraint 1 0.2
## Detering Societal Institutional Factor-Attracting Economic Institutional Factor#NA 2 0.5
## Detering Societal Institutional Factor-general performance#Indulgence 5 1.1
## Detering Societal Institutional Factor-general performance#NA 12 2.7
## Detering Societal Institutional Factor-general performance#Restraint 4 0.9
## Detering Societal Institutional Factor-internationalization#Indulgence 5 1.1
## Detering Societal Institutional Factor-internationalization#NA 4 0.9
## Detering Societal Institutional Factor-internationalization#Restraint 6 1.4
## Innovation-general performance#Indulgence 4 0.9
## Innovation-general performance#Restraint 5 1.1
## Internationalization-general performance#Indulgence 1 0.2
## Internationalization-general performance#NA 7 1.6
## Internationalization-general performance#Restraint 2 0.5
## Internationalization-non-marketing outcome#NA 7 1.6
## non-marketing outcome-non-marketing outcome#Indulgence 1 0.2
## non-marketing outcome-non-marketing outcome#Restraint 1 0.2
## organizational capability-general performance#Indulgence 6 1.4
## organizational capability-general performance#NA 13 2.9
## organizational capability-general performance#Restraint 6 1.4
## organizational capability-innovation#Indulgence 2 0.5
## organizational capability-innovation#Restraint 2 0.5
## organizational capability-internationalization#NA 7 1.6
## organizational capability-marketing outcome#Indulgence 1 0.2
## organizational capability-marketing outcome#NA 2 0.5
## organizational capability-marketing outcome#Restraint 1 0.2
## organizational resource-general performance#Indulgence 9 2.0
## organizational resource-general performance#NA 18 4.1
## organizational resource-general performance#Restraint 10 2.3
## organizational resource-innovation#Indulgence 2 0.5
## organizational resource-innovation#NA 8 1.8
## organizational resource-Innovation#NA 12 2.7
## organizational resource-innovation#Restraint 2 0.5
## organizational resource-marketing outcome#Indulgence 5 1.1
## organizational resource-marketing outcome#NA 14 3.2
## organizational resource-marketing outcome#Restraint 3 0.7
## organizational resource-non-marketing outcome#Indulgence 4 0.9
## organizational resource-non-marketing outcome#NA 4 0.9
## organizational resource-organizational capability#Indulgence 3 0.7
## organizational resource-organizational capability#Restraint 3 0.7
## organizational resource-organizational resource#Indulgence 3 0.7
## organizational resource-organizational resource#NA 3 0.7
## strategic orientation-general performance#Indulgence 3 0.7
## strategic orientation-general performance#Restraint 6 1.4
## strategic orientation-strategic process#Indulgence 6 1.4
## strategic orientation-strategic process#Restraint 6 1.4
## strategic process-general performance#Indulgence 47 10.6
## strategic process-general performance#NA 23 5.2
## strategic process-general performance#Restraint 68 15.4
## strategic process-innovation#Indulgence 1 0.2
## strategic process-innovation#Restraint 1 0.2
## strategic process-marketing outcome#Indulgence 2 0.5
## strategic process-marketing outcome#NA 16 3.6
## strategic process-marketing outcome#Restraint 2 0.5
## strategic process-non-marketing outcome#Indulgence 5 1.1
## strategic process-non-marketing outcome#Restraint 1 0.2
## strategic process-organizational capability#Indulgence 1 0.2
## strategic process-organizational capability#NA 8 1.8
## strategic process-organizational capability#Restraint 1 0.2
## strategy process-general performance#NA 12 2.7
## ─────────────────────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 72## TABLE 3o. OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────────────────────
## abusive supervision-contextual performance#Indulgence 4 0.5
## abusive supervision-contextual performance#Restraint 4 0.5
## abusive supervision-counterproductive behavior#Indulgence 2 0.3
## abusive supervision-counterproductive behavior#Restraint 2 0.3
## abusive supervision-focal performance#Indulgence 1 0.1
## abusive supervision-focal performance#Restraint 1 0.1
## abusive supervision-justice#Indulgence 1 0.1
## abusive supervision-justice#Restraint 1 0.1
## abusive supervision-response#Indulgence 2 0.3
## abusive supervision-response#Restraint 2 0.3
## abusive supervision-satisfaction#Indulgence 1 0.1
## abusive supervision-satisfaction#Restraint 1 0.1
## Agreeableness-commitment#NA 8 1.0
## change-oriented leader behavior-change-oriented leader behavior#Indulgence 4 0.5
## change-oriented leader behavior-change-oriented leader behavior#Restraint 2 0.3
## change-oriented leader behavior-commitment#Indulgence 1 0.1
## change-oriented leader behavior-commitment#Restraint 1 0.1
## change-oriented leader behavior-contextual performance#NA 11 1.4
## change-oriented leader behavior-focal performance#NA 11 1.4
## change-oriented leader behavior-motivation to work#Indulgence 1 0.1
## change-oriented leader behavior-motivation to work#Restraint 1 0.1
## collective attitudes/perception-withdraw#Indulgence 1 0.1
## collective attitudes/perception-withdraw#NA 4 0.5
## collective attitudes/perception-withdraw#Restraint 2 0.3
## commitment-commitment#Indulgence 7 0.9
## commitment-commitment#NA 4 0.5
## commitment-commitment#Restraint 3 0.4
## commitment-contextual performance#Indulgence 3 0.4
## commitment-contextual performance#NA 11 1.4
## commitment-justice#Indulgence 2 0.3
## commitment-justice#Restraint 2 0.3
## commitment-response#Indulgence 3 0.4
## commitment-response#NA 5 0.6
## commitment-task performance#Indulgence 3 0.4
## commitment-task performance#NA 3 0.4
## Conscientiousness-commitment#NA 8 1.0
## contextual performance-commitment#Indulgence 1 0.1
## contextual performance-commitment#Restraint 1 0.1
## contextual performance-contextual performance#Indulgence 2 0.3
## contextual performance-contextual performance#NA 16 2.0
## contextual performance-contextual performance#Restraint 2 0.3
## contextual performance-focal performance#Indulgence 1 0.1
## contextual performance-focal performance#Restraint 1 0.1
## contextual performance-relational-oriented leader behavior#Restraint 1 0.1
## contextual performance-Relationship quality#Indulgence 1 0.1
## contextual performance-Relationship quality#Restraint 1 0.1
## demographics-commitment#Indulgence 6 0.8
## demographics-commitment#NA 6 0.8
## demographics-demographics#Indulgence 1 0.1
## demographics-demographics#Restraint 1 0.1
## demographics-response#Indulgence 8 1.0
## demographics-Task Performance#NA 36 4.5
## Emotional Stability-commitment#NA 8 1.0
## Extraversion-commitment#NA 10 1.3
## justice-commitment#NA 2 0.3
## justice-mental health#Indulgence 1 0.1
## justice-mental health#NA 1 0.1
## justice-response#Indulgence 4 0.5
## justice-response#NA 4 0.5
## KSAO-commitment#Indulgence 7 0.9
## KSAO-commitment#NA 7 0.9
## KSAO-demographics#Indulgence 1 0.1
## KSAO-demographics#NA 10 1.3
## KSAO-demographics#Restraint 1 0.1
## KSAO-task performance#NA 8 1.0
## leader mistreatment-counterproductive behavior#NA 2 0.3
## leader mistreatment-negative emotion#NA 2 0.3
## leader mistreatment-response#NA 2 0.3
## motivation to work-contextual performance#NA 10 1.3
## Motivators-Technology perceptions and usage#NA 4 0.5
## negative emotion-counterproductive behavior#NA 2 0.3
## negative emotion-response#NA 2 0.3
## Neuroticism-motivation to work#NA 4 0.5
## Openness to Experience-commitment#NA 8 1.0
## perceived fit-commitment#Indulgence 4 0.5
## perceived fit-commitment#NA 2 0.3
## perceived fit-commitment#Restraint 26 3.3
## perceived fit-perceived fit#Restraint 1 0.1
## perceived fit-response#Indulgence 10 1.3
## perceived fit-response#NA 2 0.3
## perceived fit-response#Restraint 23 2.9
## perceived fit-satisfaction#Indulgence 5 0.6
## perceived fit-satisfaction#NA 3 0.4
## perceived fit-satisfaction#Restraint 28 3.5
## perceived fit-task performance#Indulgence 4 0.5
## perceived fit-task performance#NA 4 0.5
## perceived fit-task performance#Restraint 18 2.3
## perception of support-commitment#NA 4 0.5
## perception of support-contextual performance#NA 10 1.3
## perception of support-focal performance#NA 2 0.3
## perception of support-job involvement#NA 2 0.3
## perception of support-response#NA 6 0.8
## perception of support-satisfaction#NA 2 0.3
## perceptions of support-commitment#Indulgence 4 0.5
## perceptions of support-commitment#NA 3 0.4
## perceptions of support-commitment#Restraint 1 0.1
## perceptions of support-demographics#Indulgence 2 0.3
## perceptions of support-demographics#Restraint 2 0.3
## perceptions of support-KSAO#Indulgence 2 0.3
## perceptions of support-KSAO#Restraint 2 0.3
## perceptions of support-motivation to work#Indulgence 1 0.1
## perceptions of support-motivation to work#Restraint 1 0.1
## perceptions of support-perceptions of support#Indulgence 1 0.1
## perceptions of support-perceptions of support#Restraint 1 0.1
## perceptions of support-relational-oriented leader behavior#Indulgence 1 0.1
## perceptions of support-relational-oriented leader behavior#Restraint 1 0.1
## perceptions of support-response#Indulgence 1 0.1
## perceptions of support-response#Restraint 1 0.1
## perceptions of support-satisfaction#Indulgence 1 0.1
## perceptions of support-satisfaction#Restraint 1 0.1
## producer-commitment#Indulgence 9 1.1
## producer-commitment#NA 5 0.6
## producer-commitment#Restraint 4 0.5
## producer-perceptions of support#Indulgence 8 1.0
## producer-perceptions of support#Restraint 4 0.5
## producer-producer#Indulgence 4 0.5
## producer-producer#Restraint 2 0.3
## producer-response#Indulgence 2 0.3
## producer-response#NA 8 1.0
## producer-response#Restraint 4 0.5
## psychological characteristics-contextual performance#NA 2 0.3
## public service motivation-demographics#Indulgence 4 0.5
## public service motivation-demographics#Restraint 2 0.3
## relational-oriented leader behavior-commitment#NA 4 0.5
## relational-oriented leader behavior-contextual performance#NA 2 0.3
## relational-oriented leader behavior-focal performance#NA 2 0.3
## relational-oriented leader behavior-justice#NA 6 0.8
## relational-oriented leader behavior-response#NA 2 0.3
## relational-oriented leader behavior-satisfaction#NA 2 0.3
## relational-oriented leader behavior-task performance#Indulgence 1 0.1
## relational-oriented leader behavior-task performance#Restraint 3 0.4
## relational-oriented leader behavior-team effectiveness#NA 2 0.3
## relational-oriented leader behavior-Work-family balance#NA 16 2.0
## response-counterproductive behavior#NA 2 0.3
## response-justice#Indulgence 2 0.3
## response-justice#Restraint 2 0.3
## response-perceptions of support#Indulgence 4 0.5
## response-perceptions of support#Restraint 2 0.3
## response-producer#Indulgence 8 1.0
## response-producer#Restraint 4 0.5
## response-response#NA 2 0.3
## response-withdraw#Indulgence 3 0.4
## response-withdraw#Restraint 3 0.4
## satisfaction-commitment#Indulgence 3 0.4
## satisfaction-commitment#NA 3 0.4
## satisfaction-contextual performance#NA 2 0.3
## satisfaction-focal performance#Indulgence 1 0.1
## satisfaction-focal performance#Restraint 1 0.1
## satisfaction-justice#Indulgence 4 0.5
## satisfaction-justice#Restraint 4 0.5
## satisfaction-perceptions of support#Indulgence 4 0.5
## satisfaction-perceptions of support#Restraint 2 0.3
## satisfaction-producer#Indulgence 8 1.0
## satisfaction-producer#Restraint 4 0.5
## satisfaction-response#NA 2 0.3
## satisfaction-task performance#Indulgence 1 0.1
## satisfaction-task performance#Restraint 1 0.1
## Self-enjoyment-contextual performance#NA 8 1.0
## Social network-contextual performance#NA 2 0.3
## Subjective norm-actual system use#Indulgence 1 0.1
## Subjective norm-actual system use#Restraint 1 0.1
## Subjective norm-contextual performance#NA 2 0.3
## Subjective Well-being-focal performance#Indulgence 3 0.4
## Subjective Well-being-focal performance#Restraint 3 0.4
## task-oriented behavior-team effectiveness#NA 2 0.3
## team composition-Conflict#NA 2 0.3
## team composition-Social integration#NA 2 0.3
## team structure-contextual performance#Indulgence 3 0.4
## team structure-contextual performance#Restraint 3 0.4
## team structure-focal performance#NA 4 0.5
## team structure-team functioning#NA 8 1.0
## value-based and moral leader behavior-commitment#NA 6 0.8
## value-based and moral leader behavior-contextual performance#NA 6 0.8
## value-based and moral leader behavior-Job involvement#NA 2 0.3
## value-based and moral leader behavior-KSAO#NA 2 0.3
## value-based and moral leader behavior-perceptions of support#NA 2 0.3
## value-based and moral leader behavior-task performance#NA 4 0.5
## withdraw-withdraw#Indulgence 1 0.1
## withdraw-withdraw#NA 4 0.5
## withdraw-withdraw#Restraint 1 0.1
## work-family balance-commitment#Indulgence 1 0.1
## work-family balance-commitment#Restraint 1 0.1
## work-family balance-Family Satisfaction#Indulgence 1 0.1
## work-family balance-Family Satisfaction#Restraint 1 0.1
## work-family balance-focal performance#Indulgence 1 0.1
## work-family balance-focal performance#Restraint 2 0.3
## work-family balance-job involvement#Indulgence 1 0.1
## Work-family balance-Job involvement#Indulgence 3 0.4
## work-family balance-job involvement#Restraint 2 0.3
## Work-family balance-Job involvement#Restraint 3 0.4
## Work-family balance-Life satisfaction#Indulgence 1 0.1
## Work-family balance-Life satisfaction#Restraint 1 0.1
## Work-family balance-Mental health & well-being#Indulgence 1 0.1
## Work-family balance-Mental health & well-being#Restraint 1 0.1
## work-family balance-response#Indulgence 2 0.3
## Work-family balance-response#Indulgence 4 0.5
## work-family balance-response#NA 1 0.1
## work-family balance-response#Restraint 2 0.3
## Work-family balance-response#Restraint 4 0.5
## work-family balance-satisfaction#Indulgence 2 0.3
## Work-family balance-satisfaction#Indulgence 6 0.8
## work-family balance-satisfaction#NA 1 0.1
## work-family balance-satisfaction#Restraint 3 0.4
## Work-family balance-satisfaction#Restraint 6 0.8
## Work-family balance-Work-family balance#Indulgence 8 1.0
## Work-family balance-Work-family balance#Restraint 8 1.0
## ──────────────────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 206## TABLE 3b. IB and OB## Frequency Statistics:
## ───────────────────────────────────────────────────────────────
## N %
## ───────────────────────────────────────────────────────────────
## commitment-general performance#Indulgence 2 4.2
## commitment-general performance#Restraint 1 2.1
## KSAO-non-marketing outcome#Indulgence 1 2.1
## KSAO-non-marketing outcome#NA 6 12.5
## KSAO-non-marketing outcome#Restraint 1 2.1
## motivation to work-general performance#NA 2 4.2
## non-marketing outcome-behavioural intentions#Indulgence 2 4.2
## non-marketing outcome-behavioural intentions#Restraint 2 4.2
## organizational capability-satisfaction#Indulgence 2 4.2
## organizational capability-satisfaction#Restraint 3 6.2
## perceptions of support-general performance#Indulgence 1 2.1
## perceptions of support-general performance#Restraint 1 2.1
## satisfaction-general performance#Indulgence 1 2.1
## satisfaction-general performance#Restraint 1 2.1
## satisfation-general performance#Indulgence 1 2.1
## satisfation-general performance#Restraint 1 2.1
## Service innovation-general performance#NA 4 8.3
## task performance-general performance#Indulgence 1 2.1
## task performance-general performance#Restraint 1 2.1
## withdraw-general performance#Indulgence 2 4.2
## withdraw-general performance#NA 8 16.7
## withdraw-general performance#Restraint 4 8.3
## ───────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 22## TABLE 4i. IB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────────────
## Attracting Institutional Factor-Attracting Institutional Factor#NA 8 1.8
## Attracting Institutional Factor-Organizational Outcome#Indulgence 3 0.7
## Attracting Institutional Factor-Organizational Outcome#Restraint 3 0.7
## Attracting Institutional Factor-xxxinternal environment#Indulgence 1 0.2
## Attracting Institutional Factor-xxxinternal environment#Restraint 1 0.2
## Detering Institutional Factor-Attracting Institutional Factor#NA 4 0.9
## Detering Institutional Factor-Organizational Outcome#Indulgence 11 2.5
## Detering Institutional Factor-Organizational Outcome#NA 16 3.6
## Detering Institutional Factor-Organizational Outcome#Restraint 11 2.5
## Detering Institutional Factor-xxxinternal environment#Indulgence 2 0.5
## Detering Institutional Factor-xxxinternal environment#NA 1 0.2
## Detering Institutional Factor-xxxinternal environment#Restraint 1 0.2
## Organizational Outcome-Organizational Outcome#Indulgence 6 1.4
## Organizational Outcome-Organizational Outcome#NA 16 3.6
## Organizational Outcome-Organizational Outcome#Restraint 8 1.8
## xxxinternal environment-Organizational Outcome#Indulgence 87 19.7
## xxxinternal environment-organizational outcome#NA 4 0.9
## xxxinternal environment-Organizational Outcome#NA 123 27.8
## xxxinternal environment-Organizational Outcome#Restraint 102 23.1
## xxxinternal environment-xxxinternal environment#Indulgence 13 2.9
## xxxinternal environment-xxxinternal environment#NA 11 2.5
## xxxinternal environment-xxxinternal environment#Restraint 10 2.3
## ────────────────────────────────────────────────────────────────────────────
## Total N = 442
## Number of categories for this variable: 22## TABLE 4o. OB## Frequency Statistics:
## ────────────────────────────────────────────────────────────────────
## N %
## ────────────────────────────────────────────────────────────────────
## attitudes-behaviors#Indulgence 1 0.1
## attitudes-behaviors#NA 2 0.3
## attitudes-behaviors#Restraint 1 0.1
## bahaviors-team effectiveness#Indulgence 1 0.1
## bahaviors-team effectiveness#NA 4 0.5
## bahaviors-team effectiveness#Restraint 1 0.1
## behaviors-behaviors#Indulgence 3 0.4
## behaviors-behaviors#NA 16 2.0
## behaviors-behaviors#Restraint 3 0.4
## behaviors-constructive leadership#Restraint 1 0.1
## behaviors-emerging state#Indulgence 1 0.1
## behaviors-emerging state#Restraint 1 0.1
## behaviors-motivation#Indulgence 1 0.1
## behaviors-motivation#Restraint 1 0.1
## big five-motivation#NA 46 5.8
## constructive leadership-behaviors#Indulgence 8 1.0
## constructive leadership-behaviors#NA 25 3.1
## constructive leadership-behaviors#Restraint 10 1.3
## constructive leadership-constructive leadership#Indulgence 4 0.5
## constructive leadership-constructive leadership#Restraint 2 0.3
## constructive leadership-motivation#Indulgence 4 0.5
## constructive leadership-motivation#NA 22 2.8
## constructive leadership-motivation#Restraint 4 0.5
## constructive leadership-Personal characteristics#NA 2 0.3
## constructive leadership-stress#Indulgence 2 0.3
## constructive leadership-stress#NA 2 0.3
## constructive leadership-stress#Restraint 2 0.3
## constructive leadership-team effectiveness#NA 15 1.9
## Constructive Leadership-well-being#NA 16 2.0
## emerging state-behaviors#NA 2 0.3
## emerging state-team effectiveness#Indulgence 1 0.1
## emerging state-team effectiveness#NA 4 0.5
## emerging state-team effectiveness#Restraint 2 0.3
## leadership-behaviors#NA 2 0.3
## leadership-stress#NA 2 0.3
## leadership-wellbeing#NA 2 0.3
## motivation-behaviors#Indulgence 11 1.4
## motivation-behaviors#NA 46 5.8
## motivation-behaviors#Restraint 19 2.4
## motivation-Constructive Leadership#Indulgence 1 0.1
## motivation-Constructive Leadership#Restraint 1 0.1
## motivation-motivation#Indulgence 36 4.5
## motivation-motivation#NA 25 3.1
## motivation-motivation#Restraint 70 8.8
## motivation-personal characteristics#Indulgence 4 0.5
## motivation-Personal characteristics#Indulgence 4 0.5
## motivation-personal characteristics#Restraint 2 0.3
## motivation-Personal characteristics#Restraint 4 0.5
## motivation-stress#Indulgence 26 3.3
## motivation-stress#NA 19 2.4
## motivation-stress#Restraint 28 3.5
## motivation-team effectiveness#Indulgence 1 0.1
## motivation-team effectiveness#Restraint 1 0.1
## motivation-well-being#Indulgence 1 0.1
## motivation-well-being#NA 1 0.1
## personal characteristics-behaviors#NA 2 0.3
## Personal characteristics-behaviors#NA 20 2.5
## Personal characteristics-Behaviors#NA 24 3.0
## Personal characteristics-motivation#Indulgence 13 1.6
## Personal characteristics-motivation#NA 13 1.6
## personal characteristics-personal characteristics#Indulgence 1 0.1
## Personal characteristics-Personal characteristics#Indulgence 1 0.1
## Personal characteristics-Personal characteristics#NA 10 1.3
## personal characteristics-personal characteristics#Restraint 1 0.1
## Personal characteristics-Personal characteristics#Restraint 1 0.1
## Personal characteristics-stress#Indulgence 8 1.0
## stress-behaviors#Indulgence 3 0.4
## stress-behaviors#NA 2 0.3
## stress-behaviors#Restraint 3 0.4
## stress-motivation#Indulgence 23 2.9
## stress-motivation#NA 5 0.6
## stress-motivation#Restraint 12 1.5
## stress-stress#Indulgence 14 1.8
## stress-stress#NA 10 1.3
## stress-stress#Restraint 10 1.3
## team input-behaviors#Indulgence 3 0.4
## team input-behaviors#Restraint 3 0.4
## team input-emerging states#NA 2 0.3
## team input-team effectiveness#NA 4 0.5
## team input-team process#NA 10 1.3
## well-being-behaviors#Indulgence 4 0.5
## well-being-behaviors#NA 8 1.0
## well-being-behaviors#Restraint 5 0.6
## well-being-motivation#Indulgence 13 1.6
## well-being-motivation#NA 1 0.1
## well-being-motivation#Restraint 15 1.9
## well-being-stress#Indulgence 6 0.8
## well-being-stress#NA 1 0.1
## well-being-stress#Restraint 6 0.8
## well-being-well-being#Indulgence 11 1.4
## well-being-well-being#Restraint 11 1.4
## wellbeing-behaviors#NA 2 0.3
## wellbeing-stress#NA 2 0.3
## ────────────────────────────────────────────────────────────────────
## Total N = 799
## Number of categories for this variable: 93## TABLE 4b. IB and OB## Frequency Statistics:
## ──────────────────────────────────────────────────────────────────
## N %
## ──────────────────────────────────────────────────────────────────
## behaviors-Organizational Outcome#Indulgence 1 2.1
## behaviors-Organizational Outcome#NA 4 8.3
## behaviors-Organizational Outcome#Restraint 1 2.1
## motivation-Organizational Outcome#Indulgence 5 10.4
## motivation-Organizational Outcome#NA 2 4.2
## motivation-Organizational Outcome#Restraint 4 8.3
## Organizational Outcome-attitudes#Indulgence 2 4.2
## Organizational Outcome-attitudes#Restraint 2 4.2
## Personal characteristics-organizational outcome#Indulgence 1 2.1
## Personal characteristics-organizational outcome#NA 6 12.5
## Personal characteristics-organizational outcome#Restraint 1 2.1
## team effectiveness-Organizational Outcome#Indulgence 2 4.2
## team effectiveness-Organizational Outcome#NA 8 16.7
## team effectiveness-Organizational Outcome#Restraint 4 8.3
## xxxinternal environment-motivation#Indulgence 2 4.2
## xxxinternal environment-motivation#Restraint 3 6.2
## ──────────────────────────────────────────────────────────────────
## Total N = 48
## Number of categories for this variable: 16