Individual-Level Cultural Values as Moderators of Perceived Organizational Support–Employee Outcome Relationships in China: Comparing the Effects of Power Distance and Traditionality

Drawing on a cross-organizational sample of 163 supervisor-subordinate dyads from mainland China, we examined the moderating effect of power distance and Chinese traditionality on relationships between perceived organizational support and work outcomes. We found that both power distance and traditionality altered relationships of perceived organizational support to work outcomes, in that these relationships were stronger for individuals scoring low (versus high) on power distance or traditionality. We also found that, compared to traditionality, power distance was a stronger and more consistent moderator of perceived organizational support–work outcomes relationships. Implications for management theory and practice are discussed.