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Organizational behavior (OB) research in Taiwan has been flourishing for over half a century. The article aims to illustrate the process of OB development in Taiwan from my experience—how did elect the research approach under the circumstances of culturalism? These pathways include the etic introduction, cross-cultural comparison, indigenous psychology, globalized dialogue, and practical action approaches. The choice of approach depends on the context in which the individual is located. In 1970s Taiwan, OB researchers mostly believed that the only way to modernize was to learn the latest knowledge from the United States (US) and Western Europe (WE). Therefore, we take the cultural neutrality position, believing that the principles of OB research should be universal and must be actively imitated. Subsequently, the etic approach has become the trend to transplant important OB concepts, theories and measurements directly. Because of Japan’s outstanding economic outlook, the intervening effects of the cultural context have gradually become an inevitable concern, which motivated the OB researchers to adopt cultural relativism to examine the outcome of implementing western theories across various cultures—comparing the OB between Taiwan, US, and WE. Nevertheless, since the cross-cultural research was developing based on western theories, the understanding of OB in Taiwan remained inadequate. Meanwhile, the perspectives of cultural psychology and cultural characteristic have caught more researchers’ attention, coupled with the promotion of Taiwan’s indigenous psychology movement, indigenous exploration began to be adopted. Throughout the long-term systematic research, we were dedicated to developing theories and collecting data to puzzle the insufficient understanding of OB research. Simultaneously, we positively engaged in the conversation to understand OB’s East and Western perspectives. We also expected to integrate the OB concepts with cultural contexts. Since the 21st century, the perspective of multicultural convergence has been highlighted as a gateway to opening up the globalized conversation. As a result, solving practical problems has become crucial for social science researchers by conducting systematic action research. That is, we solved the managerial problems based on constructing OB knowledge. Above, in turn, enhanced the theory’s effectiveness, reliability, and feasibility. As going through all the pathways, we learned that the full-cycle approach enables us to expand and innovate the OB knowledge and accomplish the missions as OB researchers — taking into account theoretical contribution and practical implications, hypothesis and evidence, as well as research and help. Ultimately, our study can potentially manage managerial issues, enhance well-being and facilitate the sustainable development of organizations. [ABSTRACT FROM AUTHOR]

Copyright of Chinese Journal of Psychology is the property of Wu-Nan Book Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Management & Business Research (2521-4306) is the property of Chinese Management Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Chinese Journal of Psychology is the property of Wu-Nan Book Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The development of organizational behavior research in Taiwan has been approximately 50 years. This paper reviews both the logic and the transition of research approaches, including etic approach, cross-cultural approach, indigenous approach, and globalized approach. On one hand, this essay indicates that the advantages and disadvantages of different types of research methods employed by organizational behavior researchers. On the other hand, by depicting the context and background of the transition of each research approach, this essay highlights the theoretical contribution of different research approaches, thus shedding some light on further studies. [ABSTRACT FROM AUTHOR]

The problem of job stress has always been explored and examined by behavior researchers. It is an important issue in the field of occupational health psychology. In the Chinese context, workers have to view interpersonal issues as the primary task. If they cannot properly deal with an interpersonal problem, it will be difficult for them to complete their job tasks. Understanding the meaning and influence of interpersonal stressors is more important than job stressors for Chinese workers. Although some researchers have conducted studies about interpersonal stressors in the Western context, the results cannot be generalized to non-Western societies. Researchers have suggested that considering cultural values in interpersonal stressor research is a critical factor to solve this dilemma. Thus, this study adopts an inductive approach to offer a comprehensive definition of interpersonal stressors in Confucius-based societies. This study collects the interpersonal stressful incidents within the organiztions by Critical Incident Technique. 84 workers responded 272 descriptive interpersonal incidents. Interpersonal stressors include nine dimensions are found in this study. Four dimensions are etic dimesions and five dimension are emic dimensions. Finally, contributions and limiations are discussed. Overall, this study clarifies the concepts of interpersonal stressors in Chinese organizations. Cultural value should be considered in the interpersonal stressors research. Based on this study, suggestions are provided for furture studies and managerial implications. [ABSTRACT FROM AUTHOR]

Copyright of Chinese Journal of Psychology is the property of Wu-Nan Book Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Journal of Management & Business Research (2521-4306) is the property of Chinese Management Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Previous studies about authentic leadership focus their attention on the mechanism of leader identification which is the leader centric focus route. However, according the development approach of authentic leadership, there should have another influence route which is subordinate centric approach. This study collected 279 dyadic data and proposed the dual route of authentic leadership. First, we proposed the identification with leader is the mediator of leader centric route and identification with career is the mediator of subordinate centric route. Second, both of these two routes can enhance subordinate's in-role performance. The leader identification route enhanced leader directed OCB while the career identification route enhanced the proactive career behavior. Third, the time supervisor and subordinate work together moderate the career identification route. This route has positive influence effect when the time is longer, but no effect when the time is shorter. Finally, the theoretical and empirical implications and future direction will be discussed. [ABSTRACT FROM AUTHOR]

Copyright of Chinese Journal of Psychology is the property of Wu-Nan Book Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)