Academic Journal of Business & Management, 2023, 5(15); doi: 10.25236/AJBM.2023.051501.
Changlu Xing1, Yan Chen2, Jie Shi3
1Human Resources Department, Nanjing University of Finance & Economics, Nanjing, China
2School of Business Administration, Nanjing University of Finance & Economics, Nanjing, China
3College of Tourism and Service Management, Nankai University, Tianjin, China
In China, the implementation of volunteering is mostly under the organizational mobilization. The consciousness of people to actively participate in volunteering is relatively weak. Although employee volunteering is one of the important forces in the development of Philanthropy in China, the factors that affect employee volunteering are still poorly understood. This paper explores the effect of power distance belief on employee volunteering and its boundary conditions. The results show that individual-level PDB has a significant negative effect on employee volunteering. Leader-member exchange plays a moderating role in the relationship between power distance and employee volunteering.
Power Distance Belief; Employee Volunteering; Leader-Member Exchange
Changlu Xing, Yan Chen, Jie Shi. Power Distance Belief and Employee Volunteering: The Moderating Effect of Leader-Member Exchange. Academic Journal of Business & Management (2023) Vol. 5, Issue 15: 1-7. https://doi.org/10.25236/AJBM.2023.051501.
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