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This paper examines the relationship between organizational justice and work withdrawal in a Chinese context, using the cultural syndrome allocentrism and idiocentrism as moderators. Structural equation modeling (SEM) was used to test the proposed model. The results indicate that distributive justice and procedural justice have negative relations with work withdrawal behaviors. Allocentrism and idiocentrism moderates the linkage between procedural justice and work withdrawal. Specifically, perceptions of procedural justice have a negative effect on work withdrawal but this effect is weaker for individuals high on allocentrism and low on idiocentrism. Results indicate that the interacting effects of allocentrism and idiocentrism were not established in the case of distributive justice. This study makes significant theoretical contribution to both cross-cultural management literature and organizational justice literature. It also indicates that cultural orientation should be taken into consideration by managers trying to understand why there might be different reactions from different employees to the same practices and policies in organizations.

In Singapore, the ripple effect from the first imported case has been powerful. In the first few days there was little sign of the impact that was coming. While there was some sense of worry, everyday life went on. No one expected the impact of COVID-19 to be so dramatic that certain aspects of the population's daily life had to be permanently modified. Drastic changes were made to the country's working lifestyle, society, economy, and healthcare sector -a result of public health measures introduced by the government. Through local transmission, the pandemic rapidly reached statistical milestones. Within 2 weeks after first case was reported, Singapore's risk assessment was raised following increased local community spread [2]. The tipping point occurred when Singapore experienced increased risk of asymptomatic spread, which led to the implementation of an elevated set of safe distancing measures from April 7 to June 1 (1 month, 3 weeks and 4 days) [3,4]. The duration of the "circuit breaker", which included partial lockdowns, had a significant impact on many. From an economic perspective, this safe distancing measure has been estimated to have reduced Singapore's annual real gross domestic product (GDP) by 2.2%

ABSTRACTResearch Question/IssueThis paper examines whether the coverage of nonfinancial rating (NFR) agencies affects corporate dividend policy.Research Findings/InsightsWe argue that dividend payout may decrease (increase) if NFR agencies provide information that reduces (increases) shareholder–manager agency (shareholder–stakeholder) conflict. We find that the coverage by an NFR agency is followed by an increase in dividends. This result is more pronounced for firms with more influential shareholders, poorer financial performance, and greater ESG commitment. We corroborate our findings using the acquisitions of NFR agencies and the expansion of NFR agencies' coverage as two main exogenous shocks. Lastly, our results hold for both US firms and non‐US firms.Theoretical/Academic ImplicationsCollectively, this paper supports that the ESG ratings made available by NFR rating agencies following their rating coverage increase shareholder–stakeholder conflict to a greater extent than its effect on reducing shareholder–managers agency conflict.Practitioner/Policy ImplicationsOur paper delivers critical insights to regulators striving to comprehend the functions of NFR agencies within the capital market more effectively. Such an understanding can further support their efforts to formulate new guidelines suitable for the burgeoning and swiftly evolving industry of NFR agencies.

Purpose– The purpose of this paper is to compare and understand how age, gender and culture affect individual career and work-related attitudes in Chinese and American samples.Design/methodology/approach– Online and printed questionnaires were administered to employees and managers in China, whereas in the USA, faculty, staff and students at a Midwestern university responded to an online survey. Snowball sampling technique was used to collect data. Independent samplet-tests were conducted to test the hypothesis.Findings– The study showed different work values and attitudes in the workplace between Chinese and the US samples, and indicated the specifics influences that national culture has on them. Culture affects generational changes; generational differences in the US sample are bigger than in Chinese sample; work values differ across generations and cultures; traditional gender role differences persist more strongly across generations in Chinese sample than in the US sample.Research limitations/implications– Generalizability issues; cross-sectional data.Practical implications– US-based multi-national corporations need to understand these differences and better manage their diverse employees operating in China.Originality/value– This study compared generation, culture and gender differences simultaneously; parallel groups at similar life stages were used by basing the boundaries of each generation on the distinct cultural events of each nation. This approach is more consistent with generation definitions than by using influential specific events of each country, respectively. Useful to managers, it will provide guidance for understanding work values and attitudes across gender and generations in the USA and China. Most benefit will occur for US based multinational companies that have Chinese operations, and manage employees with cultural, gender and generational differences.