Chapter 3: Identity Salience, Occupational Commitment and Organizational Citizenship Behaviour in Multinational Teams: An Exploratory Study from the Turkish Context
F. Pinar Acar Introduction Managing a culturally diverse workforce is one of the most critical challenges faced by contemporary managers (Adler and Ghadar, 1990; Adler, 2002; Schneider and Barsoux, 2003; Abdullah, ch. 2, this volume; Sürgevil, ch. 17, this volume). The importance of diversity is reflected in the large volume of research directed at understanding its consequences (for comprehensive reviews of diversity research, see Milliken and Martins, 1996; Williams and O’Reilly, 1998; Ashkanasy et al., 2002; Jackson et al., 2003). Unfortunately, very few studies, to date, examine national origin as a dimension of diversity. Jackson et al. (2003) reviewed 63 empirical studies and found that of the total number of effects reported, only one corresponded to the effect of nationality diversity and two to the effects of cultural value diversity. With the increased use of team-based management techniques, the influence of cultural diversity on the functioning of teams has become an important but neglected area (Millhous, 1999; Zaidman and Pines, ch. 23, this volume). This chapter aims to remedy this gap in the extant diversity literature by developing a conceptual framework to examine an important aspect of teamwork, organizational citizenship behaviours, in teams composed of members from different nations. Specifically, the chapter investigates the effects of national identity salience on organizational citizenship behaviours. It is proposed that salient subgroup identities will have a negative impact on such behaviours. The current study also proposes the often understudied occupational commitment as a moderator variable. The framework presented suggests that negative influence...
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