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Article
The role of co-operation and competition on leader-member exchange and extra-role performance in China
Asia Pacific Journal of Human Resources
  • Chun HUI, Chinese University of Hong Kong
  • S., Kenneth LAW, Chinese University of Hong Kong
  • Yifeng, Nancy CHEN, Lingnan University, Hong Kong
  • Dean William TJOSVOLD, Lingnan University, Hong Kong
Document Type
Journal article
Publication Date
8-1-2008
Keywords
  • Co-operation,
  • Competition,
  • Leader-member exchange,
  • Organizational citizenship behaviour
Abstract

This study examines antecedents and outcomes of leader-member exchange (LMX) in China by relating the theory of co-operation and competition and the research on organizational citizenship behavior (OCB) to LMX. One hundred and seventy supervisor-subordinate dyads in a watch-case manufacturing factory in southern China were studied. Co-operation and competition and LMX were assessed by subordinates, and OCB by their immediate supervisors. Structural equation modeling analyses indicated that co-operation and competition predicted LMX, which in turn predicted OCB. These results were interpreted as further suggesting that a quality relationship between leader and follower is important and that the theory of co-operation and competition can guide budding this relationship.

DOI
10.1177/1038411108091753
E-ISSN
17447941
Publisher Statement

Copyright © 2008 Australian Human Resources Institute

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Citation Information
Hui, C., Law, K. S., Chen, N. Y. F., & Tjosvold, D. (2008). The role of co-operation and competition on leader-member exchange and extra-role performance in China. Asia Pacific Journal of Human Resources, 46(2), 133-152. doi: 10.1177/1038411108091753